CAIIB HRM NOTES FOR IIBF EXAM 2024
This article is on CAIIB HRM Notes 2024 of Relationship b/w Sustainable Strategic Success and Performance of the Organization is written for IIBF CAIIB Dec exam 2024. IIBF conducts various examinations, and CAIIB is one of them. This test is conducted twice a year. CAIIB EXAM 2024 would correspond to two obligatory papers, ABM and BFM, and one optional paper. That optional subject can be chosen from six subjects- retail banking, retail banking, central banking, information technology, Risk management, and Human Resource Management.
In this composition, we’re going to discuss the study material that we have available to help you out with your preparation for the HRM CAIIB EXAM 2024, along with giving you an insight into the relationship between sustainable strategic success and the performance of the association. This would give you an idea about the importance of studying HRM.
HRM LATEST STUDY MATERIAL 2024
IIBF CAIIB Study Material is available in combo and individual packs, all created by our esteemed faculty. For CAIIB MATERIAL, you can choose whatever package (single subject or all subjects) you like or feel the most comfortable with. The following is a list of the motifs covered in the CAIIB Course, developed by Learning Sessions.
- CAIIB Bilingual videos in Hindi and English( Full Course)
- Case studies developed by chapter or by content.
- Memory recalled Questions and Notes in the form of ePDF
- Practice test Papers along with Chapter- by- Chapter questions
- Competitive tests that can be taken up to 5 times.
- Mock tests are also available
- Very concise notes help you revise the entire syllabus in a very short time.
Now that we are done with the study material, we would like to give you an overview of the relationship between sustainable strategic success and the performance of the organization.
Read Also: CAIIB HRM LATEST SYLLABUS 2024
RELATIONSHIP BETWEEN SUSTAINABLE STRATEGIC SUCCESS AND PERFORMANCE OF THE ORGANIZATION
As sustainability becomes a strategic and functional imperative, directors must lead the way to set up a sustainability association that’s right for their companies.
Sustainability and environmental, social, and governance (ESG) issues affect how all companies do business — and decreasingly so in recent times. Other companies, and their investors, are feting sustainability as a strategic precedence that involves significant business pitfalls and openings. However historically, many companies have organizational structures designed to treat sustainability as a material business issue. Instead, sustainability conditioning and the associations that support them have concentrated primarily on investor relations, PR, and commercial social responsibility.
The “sustainability associations” that still operate that way (and there are numerous) are assigned with managing stakeholder dispatches, target setting, and reporting. While those tasks are essential, they’re also inadequate for sustainability associations to be successful. As it is seen in the economies that success is more likely when directors empower sustainability associations to engage proactively and strategically hold them responsible for creating measurable impact. Companies will also be suitable to maximize the value at stake from their sustainability enterprise( see sidebar, “ A leader’s companion to bedding sustainability in commercial strategy ”). To get sustainability programs right, companies have great opinions to make. To start, they should choose which issues under the broader sustainability marquee should be the responsibility of their sustainability associations and which topics should be left to another corridor of their businesses. The problems range extensively, from erecting new low-carbon businesses and commercializing green products to managing environmental compliance and ESG reporting further proactively. As companies rally to respond to adding sustainability enterprises, numerous have plodded with the differences between sustainability and other business issues in the trade-offs involved, decision- timber and governance processes, and indeed hand and leader mindsets.
So how do directors make sustainability associations that are well placed and empowered to help their companies meet stakeholders ’ adding prospects, manage sustainability-related pitfalls, and prisoner business openings? Then we outline four ways that leaders can guide the organizational redesign of their sustainability work and why they must think more about sustainability than other, more traditional business issues.
Design according to sustainability motifs, not sustainability overall
Sustainability is frequently used as a catchall term covering numerous significant motifs. But for any given company, many motifs will be of equal significance. It has been seen that companies address sustainability issues more effectively when they design their sustainability associations to concentrate on each sustainability content the company is prioritizing( for illustration, green hydrogen or its subtopic, functional decarbonization).
Give your central sustainability platoon the decision rights to execute change.
It has been seen that companies need a central sustainability platoon to coordinate their work on these motifs. It also suggests that companies don’t need large prominent brigades to apply their sustainability dockets successfully. While numerous companies start their sustainability metamorphoses by allocating further central coffers to these issues, it’s also noticed that a lower leading platoon and further devoted coffers in the business lines that execute the detailed planning and perpetration of sustainability can be most effective. In fact, among the companies we’ve worked with, some of those with largely effective sustainability programs have spare central sustainability associations whose accreditation is to incubate new sustainability ideas and integrate sustainability enterprise across the company.
Read Also: FREE HRM MOCK TEST | CAIIB HRM TEST SERIES
So, find the structure that stylishly fits your sustainability docket — and your association as a whole Reporting structure is generally the first content that comes to mind when companies consider organizational redesigns. So the first question we’re frequently asked is, “ Which organizational structure is ideal for landing the full eventuality of sustainability? ” In reality, there’s no single “ right ” answer for the design of a sustainability association and no bone
– size- fits- all approach, beyond the general principle that the structure should be well integrated into — and compatible with — the rest of the company’s setup.
Prioritize the design of processes and governance — rather than reporting lines — that account for sustainability’s complexity and dynamic nature. In organizational redesign, numerous companies ’ dereliction mode is to concentrate solely on reporting structure. But from experience and exploration it been observed that going beyond “ lines and boxes ” corresponds with a much-advanced chance for redesign success; in a McKinsey Global Survey on organizational redesigns, repliers were nearly three times more likely to report successful redesigns if they concentrated on perfecting multiple rudiments of the association( for illustration, performance operation, business processes, and culture), not just on changing reporting lines. Concerning sustainability, which involves reorganizations that are more complicated and multifaceted than those of a typical function — and precedences that can shift much more snappily than in other areas of the business — it’s critical to suppose about redesigning sustainability-related processes and governance beforehand on. Several guiding principles can help with this kind of trouble.
We hope this article was helpful to you in giving you a better understanding of the relationship between sustainable strategic success and the performance of the association and how our study material would help you out with your CAIIB EXAM 2024.
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