Manager Credit Analysis - Corporate & Investment job at Ecobank Uganda | Apply Now

• University degree preferably in Finance, Accounting, Business Administration, or a related field..

• Proven work experience as a Credit Analyst.

• 5 years banking experience preferably in Credit Analysis in the Corporate and Investment Banking segment.

Skills & competencies

Technical competencies

• Evaluating Risk Management Effectiveness

• The ability to determine if risk management and control measures are achieving the desired results and mitigating risks at the expected level.

• ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others.

• Financial Acumen

• Knowledge and understanding of costing, budgeting and finance concepts and the understanding and application of related processes and procedures.

• ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others.

• Statistical and Mathematical Analysis

• The ability to build, analyse and interpret numerical and non-numerical data to determine potential risk exposure and statistical inferences to inform business decisions

• SEASONED – Applies concepts without requiring supervision, able to provide technical guidance when required.

• Product Related Systems

• The understanding of how product applications are captured on systems and the inputs required and outputs received from the systems for customers.

• EXPERT – Provides leadership in this field both within the organisation and in the larger industry.

• Research

• The knowledge and understanding required to conduct research on investment opportunities, analyse financial performance trends and produce quantitative and qualitative information to inform investment decisions.

• SEASONED – Applies concepts without requiring supervision, able to provide technical guidance when required

• Financial statement analysis

• The ability to review balance sheets, income statements, cash flow statements and tax returns to determine the credit risk of the client.

• EXPERT – Provides leadership in this field both within the organisation and in the larger industry.

• Loan assessment and approval

• The ability to assess the financial status of a customer or client to determine if they qualify for a loan based on established parameters and criteria.

• EXPERT – Provides leadership in this field both within the organisation and in the larger industry

• Operating cash flow analysis

• Understanding of the elements of a lender’s cash flow and how it will impact the lender’s ability to repay the loans granted.

• EXPERT – Provides leadership in this field both within the organisation and in the larger industry

Behavioral Competencies

• Solving Problems (Developing Strategies)

• This competency includes facets of behaviour such as being visionary and establishing effective plans that take into consideration long-term aspects. This competency also includes the need for individuals to focus on identifying trends.

• Solving Problems (Examining Information)

• This competency serves to aid effective problem solving and requires being effective at probing and analysing situations efficiently and accurately. This competency is important because without sufficient analysis, effective solutions become less probable. In addition, poor analysis makes it more likely that individuals become confused and anxious, bored, error prone or overwhelmed by detail, which also impacts negatively on successful problem solving.

• Influencing People (Directing People)

• This competency emphasises the “leading” or “giving direction” part of leadership. The effective display of the “Leading People” competency is highly dependent on the effective display of a number of other competencies. Leading people is about taking control of as well as coordinating people and resources. While there are many different views on what leadership is, in this case, the concern is not focused on what leadership is, but is rather focused on the generic behaviour associated with leading people.

• Influencing People (Impressing People)

• This competency is about making an impression on others. It emphasises bringing personal achievements to the attention of others, attracting attention, and giving recognition. These behaviours are important not because they lead to self-glorification, but because they play a role in influencing others and creating trust in personal abilities.

• Delivering Results (Upholding Standards)

• “Upholding Standards” within the organisation is important for ensuring that high quality products and services are provided as well as for ensuring that trust is created and maintained. Individuals need to focus on developing proper and discreet behaviour and to honour their commitments in order to be effective at demonstrating this competency.

• Delivering Results (Checking Details)

• This competency is concerned with the careful checking and confirmation of details in a task. Another behavior associated with the “Checking Details” competency is being accurate. Being accurate requires individuals to have a strong quality orientation as well as to be thorough and detailed in their approach when completing tasks in order to avoid making mistakes.

• Adapting Approaches (Team Working)

• This competency is about working well in a team. In order to develop this competency, individuals are encouraged to acknowledge the views and contributions of others, and to involve others in decision-making.

• Adapting Approaches (Showing Composure)

• This is about the extent to which individuals can remain calm under pressure and maintain poise before and during important events. As such, the competency addressed in this document is concerned with the extent to which individuals show behaviours that lead to the effective handling of pressurised situations.

Leadership Competencies

• Aligning Business to Strategy

• Creates strategic insight for action; Recognises interdependencies, connections and underlying patterns between different systems, trends, opportunities and threats in order to develop the optimum strategic response.

• Takes a long term, macro view on strategy. Makes strategic choices, sequencing and prioritising actions to implement longer-term strategy.

• Customer and Client Focused Innovation

• Creates new products to meet customer/client needs; Creates new services, products or solutions to serve customers in better ways.

• Scans the external environment to identify customer needs and designs new products or solutions to meet such needs

• Driving Delivery of Results

• Works towards a strategic business opportunity; Identifies and implements a business opportunity that will have a long term impact on the business (which may include the organisation’s reputation or brand image).

• Makes decisions, sets priorities, or chooses goals on the basis of inputs and outputs: makes explicit considerations of potential profit, return on investment, or cost benefit analysis.

• Based on the cost benefit analysis, makes decisions of entrepreneurial risk nature.

• Holding People Accountable

• Makes tough performance decisions; Dismisses a team member when they act against organisational values or they continuously under-perform, not having responded to previous clear expectations, feedback and action.

• Inspiring Performance for Execution

• Guides and drives execution; Enables the team to execute against the vision by providing clarity about roles, expectations and accountability.

• Continually communicates and reinforces the plan and recognises and rewards the team’s contributions or progress towards the goal.

• Purposeful Collaboration

• Puts others’ success first when it’s relevant for the organisation; is invested in others’ success. Actively and explicitly supports other functions.

• Has the ability to re-prioritise (even at the cost of own function’s performance) when the best for the organisation is to support another function.

• Seeking Deeper Understanding

• Builds an extensive, in-depth awareness of macro-environmental trends; Seeks economic, political, ecological, sociological, technological, cultural and/or regulatory factors to shape major strategic decisions.

• Influencing Others

• Uses strategic indirect influence; Understands the influence network (internal or external) and uses indirect influence to get buy-in and support from the strategic level.

• Designs and constructs a complex, multiple-step and multiple-player strategy to attain a larger enterprise objective. Engages with external stakeholders when needed.