Metrobank’s employees are more than its human capital responsible for its daily operations. They are the Bank’s stronghold. The Metrobanker reaches out and takes care of customers. As such, Metrobank prioritized the safety of its employees during the pandemic. In doing so, it also assured the safety of its clients.
At the onset of the pandemic, the Bank instituted a work-from-home policy and trained its employees to observe health and safety protocols to continue serving the community. Health and safety were the topmost concerns and uninterrupted financial services was the goal. Significantly, Metrobank partnered with ActiveOne Health, a health and wellness service provider, to protect and care for employees’ well-being.
The Bank launched an awareness campaign on health and safety which was quickly deployed via e-mail and its internal social media platform, Workplace, to provide timely and accurate information on how to face the pandemic both at work and at home. The MB Connect program was also introduced in support of mental and emotional well-being of employees amid various work-related and personal challenges.
To better monitor productivity and optimize employee performance, the Bank created an enhanced performance management process, based on the principles of meritocracy, differentiation, and fairness. This empowers people managers to recognize their top performers and support those who can do better.
Developing talent and the necessary skills in the Bank means creating opportunities for continuous learning and quickly adapting to unsettling environments. The Bank developed the Leadership Potential Assessment, which tracked leadership indicators, specifically: intellectual capacity, interpersonal skills, and intensity among potential executives. These traits and skills serve as the primary basis in hiring, appointing, and promoting Metrobank leaders, who are expected to bring the organization to the next level of Banking excellence.
Employee Demographic
Organizational Chart (As of December 31, 2020)
