Qualitative Analysis of Bank Dhofar SHRM Initiative

Authors

  • Dr. Mythili Kolluru Assistant Professor, Undergraduate and Professional Studies Dept., College of Banking and Financial Studies, Post Box 3122- Ruwi, Postal Code 112, Boushar Heights, Muscat, Sultanate of Oman Author
  • Mr. V.Ch. MadhuSudhana Rao Kondaveeti Manager – Analytics, Cerner Healthcare Pvt Ltd, Yelahanka, Bangalore, India - 560064 Author
  • Mrs. Sana Adbul Rahman Ali Al Balushi Officer- Portfolio Holder, Corporate Banking and Credit Administration Department, Bank Dhofar, Muscat, Sultanate of Oman Author

DOI:

https://doi.org/10.61841/a90s6v42

Keywords:

Bank, Employee development, Strategy, Talent management, Talent development, Training and Development, Vision

Abstract

Talent is a set of personal characteristics that enhance individual performance. This study explores the effectiveness of the talent management program "Al Mawahib" in achieving the Vision 2020 of Bank Dhofar. The bank, Oman's second-largest with 73 branches, launched a comprehensive strategic transformation plan that includes various initiatives and projects. As part of this, Bank Dhofar initiated the "Together 2020" strategic transformation plan to meet Vision 2020 goals. The HR department developed a talent management program to support the organization's objectives. 

The study traces the progress of the Al Mawahib talent development program and uses a qualitative research approach, conducting in-depth interviews with senior staff members. Content analysis was applied to analyze the interview data. The study reveals that the program targets young, potential leaders and aligns with Bank Dhofar's Vision 2020. The program has trained 170 employees, who will then train other employees in their branches, highlighting the unique aspect of this program.

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Published

30.06.2021

Issue

Vol. 25 No. 3 (2021): 25 (3) 2021

Section

Articles

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How to Cite

Qualitative Analysis of Bank Dhofar SHRM Initiative. (2021). International Journal of Psychosocial Rehabilitation, 25(3), 437-449. https://doi.org/10.61841/a90s6v42