What is YES BANKs employee strength?

YES BANK pursues a strong Employee Jalue Proposition of Creating & Sharing Jalue, with a
vision to build an organi:ation, driven by Professional Entrepreneurship, where all YES
BANKers truly partner to direct, manage and accelerate the development of YES BANK as the
Professionals Bank Of India & Bank For Future Businesses Of India.
YES BANK recogni:es that the only real source of sustainable competitive advantage for an
organi:ation is the power of its High Quality Human Capital. As on 31 March 2010, YES BANK
has a headcount of 3500 executives. The Bank is well on track to build a headcount of 4500
executives by March 2011.


YES BANK, India's new age private sector Bank, received the Most Innovative Recruiting and Staffing
Programme award at the Recruitment & Staffing Best in Class (RASBIC) Awards 2006, and the
Organization with Most Innovative HR Practices award at the Global HR Excellence Awards, both part of
the Asia Pacific HRM Congress 2007 held from February 1-3, 2007 in Mumbai. These awards were
instituted to recognize the pursuit of excellence in Human Capital across the Global Corporate Sector
across 60 countries.

The Asia Pacific HRM Congress is a not-for-profit organization with a network of about 900 professionals
representing 35 countries across the region.

On this momentous occasion, Mr. Rana Kapoor, Founder / Managing Director and CEO, YES BANK,
said, "These awards are a reflection of the pioneering efforts and innovative HR practices pursued to
grow and strengthen Human Capital at YES BANK. This recognition validates our core objective of
building an entrepreneurial organization by embracing innovation, encouraging constructive challenges
and consistently demonstrating high business acumen on sustained achievements."

YES BANK envisages a credible and transparent performance management process that helps aligning
individual goals with corporate objectives.

The Bank aims to build a culture and environment that supports professional entrepreneurship, and with
this objective, YES BANK has institutionalized several key strategic initiatives to innovate its HR strategy:

O YES Professional Entrepreneurship Program (Y-PEP): This program is designed around the
concept of Talent Development. It aims to ensure the presence of an experienced, dynamic,
energetic and driven team of professionals in Middle/Upper Management to implement various
strategic initiatives of the Bank.

O YES Entrepreneur in Action: This program allows ONE YES BANKER to take time off to pursue
his / her goals for a year during which time they will focus on a project of their choice.


O YES School of Banking (YSB): This program is initiated with a vision to create a centre of
excellence for learning solutions in banking and related areas. All initiatives of YSB shall be
centered on values of Knowledge, Innovation, Excellence and Entrepreneurship, derived from the
overall values of YES BANK.

O YES Retail Entrepreneur Program (Y-REP): This program is designed to equip participants with
a repertoire of hands-on skills and experiences that are unique, valuable and hard to copy, to
meet and support the Bank's future growth plans and challenges.
Earlier in the month of January 2007, YES BANK received the Continuous Innovation in HR Strategy
award at The Indiatimes Mindscape Employer Branding Awards. These awards were instituted to
recognize the pursuit of excellence in Human Resources across the Indian Corporate Sector.

YES BANK believes that high quality Human Capital is the biggest asset in an organization and has been
focused on attracting and retaining the best talent from India and abroad. The Bank also believes that
best performance can only be achieved through empowered employees and therefore, offers all YES
BANKERS an opportunity to work in a growth environment with a young work force.

The Bank aims to become an "asprational employer" and believes in a "One Bank" concept leading to
integrated business work flows. This is a stepping stone towards making YES BANK, the World's Best
Quality Bank in India.






YES BANK, Indias new age private sector Bank, is an outcome of the professional
entrepreneurship of its founder, Mr. Rana Kapoor and his highly competent top management
team, to establish a high quality, customer centric Bank catering to the 'Future Businesses of
India'.
We had the pleasure of interacting with Mr. Deodutta Kurane, President Human Capital
Management at YES BANK. Mr. Kurane has been associated with the organisation for almost 4
years now. A gold medallist from XLRI, he has over 25 years of work experience in diverse
facets of HR. He has also been a visiting faculty member at several reputed institutions.
This session was mainly oriented around the HR practices followed in the banking industry, with
a special focus on YES BANK. Mr Kurane believes that the HR department of YES BANK aims to
build a better employee connect, to present a better service proposition to employees and to
make life easier for them. In his words, YES BANK is built on the ethos of professional
entrepreneurship. The bank has incorporated the concept of entrepreneurship in the
organisation structure by ensuring that each employee considers himself as a professional
entrepreneur and aligns himself to the vision and values of the organisation. Y-PEP, the
professional entrepreneurship programme, is one of the most innovative and institutionali:ed
Lateral Talent Acquisition programs in the country. As YES BANK surges ahead in its
endeavour to become the 'Professionals Bank of India`, the highly qualified talent pool of 'Y-
PEPers` is consciously created to further enhance, and support the Banks knowledge based,
state-of-the-art technology driven services across key banking relationships, products,
knowledge advisory groups, and critical support functions. The five pillars, namely- growth,
trust, technology, knowledge base and responsible banking help the bank in achieving its
obfectives. These are common across all departments and teams within the bank. Human capital
forms the backbone of these pillars.
The discussion then shifted towards the performance management system currently in place at
YES BANK. All performance management and human goal sheets of relationship managers are
based on the framework of 7 strategic obfectives of YES BANK. Each of the obfectives is mapped
to specific deliverable which can be easily measured through metrics.
Next, Mr. Kurane spoke about the special programs in place at YES BANK. The first, Yes 1alent
is an internal talent search program. Yes Mentor is another important initiative, under which,
each branch is allotted a mentor who ensures proper exchange of ideas through the means of a
blog. Yes Connect is an employee engagement initiative which is tied up with the relationship
management obfective of the bank. One of the ways in which the bank does this is by connecting
with the families of the employees foining that month. A blog is also maintained, wherein the
participants of these programs are encouraged to share their thoughts and experiences, and
upload their photographs. He explained that relationship management is not only about
employee engagement, but also about extracting feedback- whether positive or negative, from the
employees. In addition, certain forums such as 'My Joice" have been created for employees to
voice their concerns.
Mr Kurane also emphasised that each employee must be strategically involved with the
organisation and for this to happen, information must be disseminated and conveyed to them.
For instance, he insisted that all employees of the bank should be aware of the annual and
quarterly results. This is ensured through 'Annual Report Quiz" which tests them on the facts
published in the reports. Such practices ensured that all employees remained informed about the
latest developments in the organisation and acted accordingly.
On being asked about the diversity management processes in the organisation, he replied that
diversity is in no way an issue for the organisation. In fact, since YES BANK has a policy for
supporting local hiring in addition to national hiring, it has succeeded in its endeavour to
become a 'community institution`.
He concluded by saying that for an HR manager, simplicity should be of utmost importance. He
encouraged the audience to deliver simple solutions to problems and exhibit 'leadership
energy", which is nothing but the execution energy that helps in translating a concept into action
and its execution right until the end.
Strategic management

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