a) Five skills needed to improve staff performance:

1. Performance Assessment Skills: Ability to evaluate current performance through metrics and observations, identifying gaps. In Ghanaian banking, this aligns with appraisal systems under BoG directives for operational efficiency.
2. Motivational Skills: Inspiring staff through recognition, incentives, and goal-setting. Techniques like Hertzberg’s motivators can boost morale, as used in post-DDEP recovery at Ecobank Ghana.
3. Training and Development Skills: Designing and delivering training to build competencies. This includes coaching, crucial for addressing underperformance in compliance-heavy sectors.
4. Feedback and Communication Skills: Providing constructive, timely feedback to guide improvement. Regular one-on-ones foster openness, per CIBG’s emphasis on communication in organizations.
5. Leadership and Team-Building Skills: Fostering collaboration and accountability. Leading by example helps in turning around underperforming teams, similar to strategies in Stanbic Bank Ghana during restructuring.

b) Delegation is not merely sharing out work; it is a strategic process involving assigning tasks with appropriate authority, responsibility, and accountability while retaining oversight. It empowers employees, develops skills, and optimizes time management. The claim oversimplifies it, ignoring risks like mismatching tasks to skills, which could worsen performance if not done with clear instructions, follow-up, and support. In practice, effective delegation in Ghanaian banks under Act 930 involves aligning with HR policies to ensure compliance and efficiency, preventing issues seen in failed institutions like Capital Bank due to poor oversight.