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Corn

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CORE COMPETENCES
1. Servicio de Calidad al Cliente
Banco Regional del Cuzco entiende por calidad como el compromiso que tiene por satisfacer las expectativas de sus clientes tanto internos y externos; para ello se preocupa por brindarles un servicio ágil, agradable y accesible; este servicio lo realiza gracias a un personal altamente calificado dispuesto a resolver todas las dudas e inquietudes; y porque nos importa la opinión de nuestros clientes es que fomentamos constantemente actividades de mejora continua que puedan ser percibidas, valoradas y calificadas, es por ello siempre estamos siempre midiendo la relación de nuestros clientes con nosotros.
2. Presencia a nivel Regional
El Banco Regional del Cuzco quiere expandir su filosofía de trabajo a otras ciudades del Perú, para ello quiere poner a disposición de sus nuevos usuarios su servicio de alta calidad, las mejores tasas de interés para préstamos y ahorros, entre otros servicios que ha ido aprendiendo con la experiencia de los años.
3. Compromiso con las Regiones.
Banco Regional del Cuzco tiene presente que trabajar con ciudadanos de las regiones donde se establece, no solo ayuda a mejorar la calidad de vida de éstos sino también que los mismos ciudadanos sienten un fuerte compromiso con la institución financiera, esta unión forma una simbiosis que da como resultado un mejor servicio para los clientes y excelentes resultados para el banco.

 COMPETENCIAS PERSONALES
1. CORE COMPETENCE: “Servicio de Calidad al Cliente”

1.1 Orientación al Cliente: Conlleva a establecer mecanismos de supervisión, comprobación, y regulación para el buen funcionamiento de la institución.

• Nivel de competencia:
 Nivel 1: Actúa al margen de los intereses de la empresa buscando como beneficio su propio trabajo.
 Nivel 2: Ofrece una atención correcta aunque no intenta conocer las necesidades de los demás.
 Nivel 3: Atiende y soluciona problemas, reclamos de clientes, se esfuerza por conocer las preferencias de los clientes.
.

1.2 Empatía: Habilidad para escuchar atentamente y comprender los pensamientos, sentimientos, asuntos implícitos o no del todo expresados.

• Nivel de competencia:
 Nivel 1: No muestra ningún interés en su conducta por escuchar o comprender a los demás.
 Nivel 2: Muestra interés por escuchar, permitiéndole entender las necesidades de los demás.
 Nivel 3: Comprende el punto de vista de los demás, entendiendo la complejidad de sus razones, además de actuar en su ayuda. 2. CORE COMPETENCE: “Presencia a nivel Regional”
2.1 Adaptación al cambio: Capacidad para enfrentarse con flexibilidad a nuevas situaciones, aceptando los cambios de forma constructiva y positiva.
• Nivel de competencia:  Nivel 1: Presenta cierta dificultad para enfrentar situaciones desconocidas. Logra adaptarse de forma lenta a los cambios que se pudieran suscitar.
 Nivel 2: Se muestra abierto a enfrentar situaciones distintas o a las que no estaba acostumbrado en su rutina de trabajo.
 Nivel 3: Presenta una alta capacidad de adaptación para enfrentar situaciones cambiantes e innovadoras.

2.2 Pensamiento Estratégico: Capacidad para asimilar rápidamente los cambios del entorno, oportunidades y amenazas; y para identificar las características propias de la organización y poder traducir estos cambios a la ejecución de acciones para el desarrollo de la empresa
.
• Nivel de competencia:
 Nivel 1: Presenta dificultad para percibir cambios en el entorno, tiene escasa capacidad de proponer acciones o programas para que la organización se adecúe al medio.
 Nivel 2: Comprende los cambios del entorno y las oportunidades del mercado. Detecta oportunidades de crear negocios y alianzas estratégicas cuando son de fácil acceso.
 Nivel 3: Comprende rápidamente los cambios del entorno y las oportunidades del mercado. Presenta alta capacidad para adaptarse a los cambios y responde positivamente a las variaciones del entorno. Prevé las ventajas y desventajas de cada modificación al entorno.

3. CORE COMPETENCE: “Compromiso con las Regiones”

3.1 Identificación con la empresa: Es la capacidad personal y la voluntad de alinear el comportamiento con los objetivos y prioridades de la empresa actuando de tal manera que se promocionen los objetivos y necesidades de la organización.

• Nivel de competencia:
 Nivel 1: Intenta adaptarse y encajar bien dentro de la organización, respeta la manera como se hacen las cosas y acepta lo que la autoridad considera importante.
 Nivel 2: Es leal a la compañía, muestra disposición de ayudar a sus compañeros, además acepta y respeta lo que la autoridad dispone.
 Nivel 3: Lleva a cabo concesiones personales a favor de la empresa, pone las necesidades de la empresa por delante de las suyas, sus decisiones y prioridades se ajustan a las necesidades de la compañía.

3.2 Planificación: Consiste en anticipar, planificar y organizar tareas y proyectos a través de decisiones apropiadas y con los recursos disponibles.

• Nivel de competencia:
 Nivel 1: Realiza las tareas conforme recibe la demanda sin tomar en cuenta la prioridad en función de la urgencia ni la importancia.
 Nivel 2: Establece prioridades de actuación en base a la urgencia de la tarea sin tener en cuenta su importancia.
 Nivel 3: Prioriza las tareas, realiza un seguimiento conforme se va desarrollando y las reorganiza ante improvistos que pueden ocurrir puesto que han sido contemplados en la planificación.

PLAN INTEGRADO DE CAPACITACION

Debido al rápido crecimiento y a la naturaleza de las CORE COMPETENCES que debe cumplir el Banco Regional del Cuzco, la alta dirección decidió aumentar sus oficinas a nivel nacional, esta nueva concepción del negocio conlleva a replantear el nivel estratégico, estructural y operacional.
Para llevar a cabo una buena planificación que otorgue los resultados esperados, la planificación se llevara a cabo en 4 etapas: Diagnostico de necesidades, diseño de la capacitación, implementación de la capacitación y evaluación de la capacitación.

 Diagnóstico de necesidades.
El Banco Regional del Cuzco busca ampliar sus oficinas en otras ciudades del país con miras a aumentar el número de clientes y fortalecer su presencia a nivel nacional.
Las necesidades que se relatan a continuación se consideran de manera manifiesta pues el aumento de las nuevas oficinas permiten prever las necesidades que deben ser resueltas, además estas necesidades son a priori pues el sentido común nos indica que dicho aumento de oficinas necesitara de formación y capacitación no solo del personal de atención al cliente sino también de gerentes.
La información sobre necesidades fue obtenida mediante la observación del desempeño de los trabajadores en sus puestos de trabajo sin interaccionar con los evaluados y entrevistas con los gerentes y altos cargos, estas entrevistas se realizaron de forma abierta e individualmente.

 A nivel Organizacional.-
a) Área de RR.HH, la apertura de nuevas oficinas del banco en otras ciudades del país requiere la enseñanza de la cultura organizacional así como la forma de trabajar que tantos beneficios ha obtenido el banco.
b) Administración, la apertura de nuevas oficinas implica una mayor reserva de capital, inversión en nuevos proyectos, nuevos préstamos; todo ello requiere formación especializada.
c) Marketing, diferentes culturas requieren enfoques diferentes para el marketing, es recomendable ampliar los conocimientos en esta área muy importante para la captación de nuevos clientes.

 A nivel de Puestos.-
a) Gerencia Regional, pues los nuevos gerentes deben estar preparados para el manejo de personal con costumbres diferentes propias de la ciudad donde se instalaran.
b) Cajero, pues sus necesidades van respecto al conocimiento de la cultura empresarial y la calidad en la atención.
c) Gerente de marketing, pues debe ampliar sus conocimientos de los nuevos escenarios que significan las ciudades donde se piensa establecer.

 A nivel de las personas.-
a) Los gerentes responsables de las nuevas oficinas deben tener formación y capacitación para afrontar los cambios que conlleva la ampliación de las oficinas, una buena planificación así como también profundizar los conocimientos que lleven a los gerentes a encontrar las oportunidades que se presentan gracias a estos cambios.
b) Los responsables de atención al público que formaran parte del banco necesitan formación y capacitación sobre el valor añadido que ofrece una esmerada atención al público, la empatía e identificarse con la entidad consolida el éxito.

 Diseño de la capacitación.

 Necesidades detectadas:
 De los cajeros.
• Bajo nivel de carisma y simpatía en el momento de atender a los clientes.
• Falta de técnicas de atención que estén orientadas a la solución de los problemas de los clientes.

 Mandos medios.
• Baja empatía para escuchar y dar solución a problemas de sus subordinados.
• Dificultad de comprender las nuevas herramientas tecnológicas propias del negocio de la empresa
• Baja tolerancia para enseñar a sus subordinados sobre el uso de las nuevas herramientas adquiridas por la organización.

 Gerencia
• Limitado pensamiento con orientación estratégica que dé rápida solución a problemas que surgen a partir de los cambios que se presentan.
• Capacidad limitada para anticipar y planificar soluciones antes situaciones desfavorables.

 Objetivos Perseguidos.
 Cajeros.
• Aumentar la empatía
• Mejorar en sus técnicas de atención al público.

 Mandos medios.
• Dar solución a sus subordinados
• Mejora en la comprensión de las nuevas herramientas tecnológicas.
• Enseñanza y apoyo a los subordinados.

 Gerencia.
• Aumento en su visión estratégica
• Capacidad de planificación.

 Características de los alumnos, situación y entorno.
 Cajeros. Bajo nivel de empatía en la atención al público, expuesto a estrés en un entorno cambiante.
 Mandos medios. Baja empatía, presión por comprender las nuevas herramientas tecnológicas en un entorno agitado.
 Gerencia. Bajo pensamiento estratégico e incapacidad para planificar, donde el cargo ocupado requiere de estas cualidades y expuesto a un estrés constante por alcanzar los objetivos.

 Requisitos de los contenidos de un curso. Deben tener las siguientes características:
 Relevantes (cajeros, mandos medios y gerencia)
 Adaptables (Gerencia)
 Secuenciales (cajeros y mandos medios)  Implementación de la capacitación.
 Quiénes son los capacitadores?
Se recomienda utilizar capacitadores internos a los mandos medios y cajeros, pues es necesaria que la cultura de la organización sea asimilada de manera efectiva, además prestaría un apoyo emocional a los empleados que están expuestos al estrés dándoles consejos y formas de disminuir su exposición.
Por otro lado, se recomienda la ayuda de capacitadores externos pues es necesario que los gerentes adopten nuevas técnicas que ayuden a planificar, gestionar con una visión estratégica sus recursos que tienen a su disposición.

 Dónde se produce la capacitación?
Dada la naturaleza del negocio bancario, se recomienda que la capacitación se realice tanto dentro de las instalaciones como fuera de ella y es válido tanto para los cajeros, mandos medios y gerentes.

 Métodos de capacitación.
Dentro de las instalaciones se recomienda para los cajeros, mandos medios y gerentes el entrenamiento directo entre el instructor y el capacitado. Además se recomienda para los cajeros y mandos medios la rotación de puestos con el objetivo de no caer en la monotonía además de tener una visión más global del servicio que presta la empresa.
Fuera de las instalaciones se recomienda para los cajeros utilizar la técnica basada en “Presentación de modelos”, donde se muestren modelos de comportamiento adecuados que sirvan de ejemplo para el trabajador.
Para los mandos medios se recomienda la técnica de “Demostraciones” donde el capacitador luego de hacer una explicación ejecuta paso a paso la acción demostrando ilustrativamente la actividad.
Finalmente para los gerentes se recomienda el uso de la técnica de “Simulaciones” donde se presenten situaciones reales y los gerentes deban tomar decisiones de forma individual o en equipo, esto les ayudara a tener más experiencia en la resolución de problemas a futuro.

 Evaluación de la capacitación

a) Nivel 1: Reacción.
Se recomienda medir la satisfacción del capacitado por el curso formativo, los participantes satisfechos utilizan la información aprendida y lo aplican en su trabajo. Esto puede medirse visualmente en la forma de atención que reciben nuestros clientes, uso de las nuevas herramientas de los mandos medios y la planificación y estrategias propuestas por los gerentes.

b) Nivel 2: Aprendizaje.
Se recomienda medir el aprovechamiento que los capacitados desarrollaron del curso de capacitación, se recomienda el uso de Check List donde se plantee niveles de conocimiento aprendidos en la capacitación.

c) Nivel 3: Transferencia. La transferencia de los conocimientos aprendidos en el caso de los cajeros, mandos medios y gerentes permitirá que el resto de los trabajadores se beneficien de los conocimientos, esto se puede medir con el número de nuevos trabajadores que manejan las nuevas tecnologías y mejoran el trato hacia los clientes.

d) Nivel 4: Resultado.
Se recomienda el uso de indicadores para medir el resultado que tiene el programa de capacitación en la empresa.
Los indicadores recomendados son:
 Aumento en el número de clientes con respecto al periodo anterior.
 Grado de satisfacción de los trabajadores en su puesto de trabajo.
 Grado de satisfacción de los clientes en atención.
 Porcentaje de disminución en las pérdidas con respecto al periodo anterior debido a falta de planificación.
 Aumento en el número de iniciativas estratégicas que buscan aprovechar las oportunidades de negocios que se presentan

e) Nivel 5: Rentabilidad.
Costos por Capacitación
Factores que se incluyen Valores
Costos de personal cajero (hora) S/. 5.30
Costos de personal mando medio (hora) S/. 10.40
Costos de personal gerencial(hora) S/. 25.00
TOTAL $40.70

Ingresos por Capacitación (proyectada por local)
Factores que se incluyen Valores
Ingresos por aumento del número de clientes (2%) S/. 50,000
Ahorro por disminución de bajas temporales S/. 2,000
Alquiler de local (todo el curso) -S/. 1,000 materiales de estudio -S/. 500
TOTAL S/. 50,500

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