Ivanovskaya L.A. Analysis of the implementation of the motivation function in Russian banks. Each banking institution has its own specific system of motivators. Moral factors represent a set of measures whose purpose is to ensure gender

20.09.2019

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Introduction

1.1. Qualification of bank personnel, advanced training of employees.

1.2. Assessment of personnel qualifications. Certification.

2.1. Incentives for bank staff. Essence, types and forms of stimulation.

2.2. Motivation of bank staff. Types, types, structure.

2.3. Basic approaches to assessing motivation management.

3.1. Strategic planning in a bank.

3.2. Building an effective incentive system in the bank.

3.3. New approaches to motivation.

Conclusion

List of used literature

Introduction

Personnel management is recognized as one of the most important areas of an enterprise’s life, capable of greatly increasing its efficiency, and the very concept of “personnel management” is considered in a fairly wide range: from economic-statistical to philosophical-psychological.

The personnel management system ensures continuous improvement of methods of working with personnel and the use of achievements of domestic and foreign science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise, is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relationships are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use.

Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment and others; methods of studying and directions for analyzing the content of labor of various categories of personnel.

Part I

The main parameter determining the value of labor resources is the qualifications of personnel. The discrepancy between the actual and required level of qualifications underlies dissatisfaction with his work, remuneration, and determines the nature of his behavior. By improving their qualifications and acquiring new knowledge and skills, the employee receives additional opportunities for professional growth.

1.1. Qualification of bank personnel, advanced training of employees.

The most important factor in the effective operation of the enterprise is timely and high-quality training, retraining and advanced training of personnel, which contributes to a wide range of their theoretical knowledge, practical skills and abilities. There is a direct relationship between the qualifications of an employee and the efficiency of his work, i.e. An increase in qualifications by one category leads, according to domestic economists, to a 0.034% increase in labor productivity. At the same time, it is necessary to use personnel in accordance with their profession and qualifications, manage career guidance and create a favorable socio-psychological climate in the team, reflecting the nature and level of relationships between employees.

Labor efficiency increases if it takes 2-2.5 times less time for workers with a higher educational level to master new types of work in the context of the introduction of new equipment and technology. The main thing, of course, is not simply the faster adaptation of these workers to new technology, but the fact that, due to their high educational and vocational training gain the opportunity to technologically “see” much more than their immediate responsibilities in the production process. This is exactly what, as it turned out during the conversations, the workers, in many respects

predicts their higher degree of satisfaction with their work.

By studying worker satisfaction and possible ways to increase the stabilization of the workforce, the priority areas of this work are identified. In the first place is the content of labor and the level of its remuneration. The social climate in the team is of significant importance, the importance of which was noted by about half of the workers surveyed at enterprises.

The influence of various types and forms of training and advanced training of workers on the results of economic activity of an enterprise is determined by a number of indicators that can be combined into two groups: economic and social.

In number economic indicators includes: increased labor productivity,

product quality, saving material resources, etc. Social indicators reflect the level of satisfaction with work, its content and conditions, forms and payment systems.

Personnel training is carried out on the basis of calculations of the need for personnel of a certain profession and qualifications. Personnel training represents the process of acquiring theoretical knowledge, practical skills and abilities in the scope of the requirements of the qualification characteristics of the initial level of qualification.

Retraining means training qualified workers to change their professional profile to achieve compliance

personnel qualifications and production requirements.

The problem of retraining personnel and improving their qualifications comes to the fore due to the constant obsolescence of the general body of knowledge and the depreciation of previous specialized knowledge, which is caused by scientific and technical progress, as well as the natural loss of knowledge. Based on this, advanced training can be defined as the process of improving theoretical knowledge and practical skills in order to improve the professional skills of workers, mastering advanced equipment, technology, labor organization, production and management.

Advanced training consists of deepening professional knowledge, skills and abilities acquired during the training process.

The professional development management system is based on the following principles: planned, systematic and continuous expansion of knowledge;

frequency and compulsoryness of training; differentiation of curricula and programs by categories of workers; ensuring the educational process.

The basic requirements to ensure the effectiveness of mastering training programs boil down to the following:

Learning requires motivation. People need to understand the learning objectives; for working managers, enterprises must create conditions favorable for learning;

If the skills acquired during the training process are complex, then this process must be divided into successive stages.

Methods for assessing personnel performance.

Performance appraisal has the following three main goals:

administrative, informational and motivational.

Administrative purposes include: promotion, transfer from one job to another, demotion, termination employment contract.

1) Promotion serves two purposes: it allows the company

fill existing vacancies; allows employees to satisfy their desire for

success, self-expression, recognition.

2) Demotion of employees occurs when evaluation indicators

labor do not meet the requirements and the possibilities of achieving the specified indicators have been exhausted.

3) Transfer from one job to another occurs when an enterprise wants to use employees more effectively in other positions or expand their experience. Sometimes a transfer is used when an employee works unsatisfactorily, but due to his experience and merits, the organization considers it unethical and inhumane to dismiss him from work.

4) Termination of an employment contract (dismissal) occurs in cases where the employee was informed of an assessment of his work and was given opportunities to improve it, but he does not want or cannot work according to the organization’s standards.

Evaluation of labor results is also necessary in order to inform employees about the relative level of their work, show their strengths and weak sides, give direction to improvement.

Job evaluation is also important property employee motivation.

By communicating the results of the job evaluation, the company has the opportunity to properly

reward employees with salary, promotion, gratitude and

other forms of remuneration. Additionally, it should be noted that systematic positive reinforcement of behavior is associated with higher future performance.

Job evaluation is the process of ranking jobs by their relative value in order to fairly compensate the worker. How fair it is

the employee’s work will be appreciated, so satisfied will he be with what he receives

remuneration, so will his production behavior in the future depend.

The following methods are currently used to evaluate work:

Job ranking is simplest form performance evaluations. Each job in this case is assessed according to its relative importance for the company. Object

estimates are necessary duties, responsibility, qualifications. Works

grouped by relative complexity and value. By degree

ranking determines the company's need to perform certain works.

This method has become widespread due to its simplicity.

Classification of work - this method is similar to the previous one and differs

only by the sequence of implementation. According to this method, at the beginning

the salary level is determined, then the work itself is examined in detail. IN

under market conditions it is less acceptable, but was widespread in the ACN environment. Appropriate standards were established for each job

production, uniform prices for their payment have been drawn up

1.2. Assessment of personnel qualifications. Certification.

Certification is one of the most effective and efficient systems for assessing an organization's personnel. This is a social mechanism and personnel technology that makes it possible to determine the qualifications and level of knowledge of an employee; assessment of his abilities, business and moral qualities. Certification is some completed, formalized, recorded result of an employee’s assessment. From the definition of certification it follows that the very specific function of this procedure is to establish the fact of a person’s suitability for a certain social role.

System work motivation personnel commercial bank

The study of foreign and domestic experience of banks indicates the presence of significant problems in achieving effective labor motivation of personnel.

All activities of modern man are determined by his actually existing needs. Motivated activity is considered to be the free activity of a person, determined by internal needs, aimed at achieving one’s goals and realizing one’s interests.

It should be noted that the structure of the labor motive includes: the needs that the employee wants to satisfy; values that can satisfy this need; labor activity necessary to obtain benefits; expenses of a material and moral nature associated with work.

The harmony of motives for “oneself” and for “others” occurs through the mechanism of competition.

It is necessary to distinguish between concepts such as motivation and stimulation of work.

Work motivation is the process of a person’s conscious choice of one or another work behavior or activity, determined by a complex of both external and internal factors.

Labor stimulation is a process of external targeted influence on the social system (team, person)

In most modern banks, the following approaches are used in the process of choosing a motivational strategy:

– incentives and punishments, according to which people work for a specific reward;
– motivation through the work itself – providing a person with work that brings him pleasure;
– systematic communication with the manager – joint determination of the goals and objectives of the work, ensuring direct and feedback connections between the manager and the subordinate.

The personnel incentive system in banks is formed under the influence of external and internal factors.

External factors for encouraging employees include:

A) factors that create the opportunity to fully realize the employee’s potential:

– Maximum delegation of official powers and trust in the employee;

– The ability to express and defend one’s own opinion;

– Support of enthusiasts;

– Tolerant attitude and tolerance towards employees who accidentally made mistakes

b) stimulating factors:

– Formation of a feeling of winners among bank employees;

– Collective principle of organizing the work of banking personnel;

– Mutual control of bank employees interested in the results of joint work.

The internal system of personnel incentives in the bank includes the so-called methods of self-motivation, namely: persuasion, suggestion, approval, etc.. The main obstacle to effective motivation of bank personnel is that the strategic program for working with personnel is formed without a sufficient analysis of the relationship between external factors of the motivational mechanism and factors of internal free choice of labor behavior of a bank employee, depending on the value orientations of the person and his interests.

The choice of a motivational strategy for a modern bank is based on an analysis of the real situation and the desired style of interaction between managers and subordinates

In this case, motivation management is carried out using the following methods:

– the use of money as a tool for reward and incentives;
– imposition of penalties; developing a sense of involvement in a common cause;
– motivation through the work itself;
– reward and recognition of achievements;
– participation in management;
– encouragement and reward of group work;
– employee development, etc.

The above methods of motivation are divided into economic and non-economic. Economic ones are based on the fact that as a result of their use, employees receive certain benefits, both direct and indirect, that improve their financial situation. Non-economic methods of motivation include specific organizational and moral methods of motivation, intertwined with specific economic methods of motivation.

The mechanism for regulating labor motivation must effectively combine strategic interests the bank with the interests of the staff, the style of management of the bank with a system of effective labor motivation.

Depending on the level of consideration of staff needs in banks, there are four “extreme” options for the bank management style:

– “meager management” – a low level of consideration of the interests of both the bank and the people working in it;
– “Power-subordination” – the level of consideration of the interests of the bank is high, and the interests of employees are low;
– “Holiday Home” – the level of consideration of the interests of the bank is low, and the interests of employees are high;
– “Collegiate management” – the degree of consideration of the interests of both the bank and the people who work there is high.

The development of a bank's motivational strategy is traditionally carried out by special departments (sectors) for working with personnel.

Each banking institution has its own specific system of motivators.

The main (traditional) indicators of labor motivation in banks include: working conditions, labor content, wages, bonuses, job allowances, compensation for overloads, provision of loans to employees on preferential terms, partial payment of expenses for health improvement and treatment of personnel, labor productivity of bank employees. employees.

Modern domestic banks also widely use non-traditional regulators of labor motivation, the so-called “social package”: quarterly bonuses for high-quality fulfillment of professional obligations; individual allowances; payment for lunches; free use of a car; provision of travel documents; material aid; free use of mobile phones, etc.

The basis for motivating the labor activity of staff in banks is labor stimulation, built on the following basic principles: complexity - the unity of moral and material, collective and individual incentives, which depend on the combination of existing approaches to personnel management, the experience and traditions of the bank; differentiation – an individual approach to stimulating different groups of employees; flexibility and efficiency - constant revision of incentives depending on changes occurring in society and the team.

In modern banks, the processes of stimulation and motivation can either coincide or have the opposite direction. The best option is to match them.

Motivational monitoring

Most modern banks systematically carry out motivational monitoring aimed at assessing the motivational potential of employees. Motivational monitoring is a system of constant monitoring and control of the state of work motivation with the aim of its prompt diagnosis and assessment in dynamics, making qualified management decisions in the interests of increasing production efficiency.

In general, the system of requirements that form an effective mechanism for labor motivation of a modern bank includes:

– objectivity of personnel assessment, i.e. comparison of the labor contribution of each employee with the results of the bank as a whole, which allows bank employees to trace the dependence of “remuneration” on the volume of their labor efforts and their impact on the results of the bank’s work;
– qualitative and quantitative determination of the method of “reward” (that is, a list of motivators and units of their quantitative measurement) that a bank employee can count on when achieving the final results of work;
– expanding the list of “reward” methods, covering the range of vital needs and interests of all bank employees;
– determining the degree of “remuneration” that a bank employee can count on when performing additional work related to the acquisition of a new specialty, the manifestation of business activity, the introduction of creative ideas, advanced training, etc.;
– ensuring the continuity and constancy of the labor motivation mechanism.

Thus, the system of labor motivation of personnel is one of the important prerequisites for achieving effective bank performance, according to which the overall management strategy of bank personnel is implemented. The process of stimulating labor activity in modern banks consists of an external and internal block, the effect of which can be both positive and negative. Right choice and the combination of incentives can significantly improve the performance of both the entire bank and its individual employees.

Many companies have implemented various systems of material motivation for employees who make direct sales to customers. Such systems are most actively developed and used by retail companies for their sales consultants. Against this background, the insufficiently developed motivation programs for cash operations employees of additional bank offices look at least strange.

For credit managers, sellers credit cards motivational programs exist, but employees who bring risk-free commission income for the bank, which is so relevant in the current situation, remain deprived. At the same time, they are also sellers of banking services, and the amount of profit received by the bank office largely depends on their work. Recently, many banks have been forced to close their offices due to the unprofitability of their activities, although upon closer examination it turns out that such financial results caused by the reluctance of employees to work efficiently and in the interests of clients.

The main factor in favor of the decision to open an additional office is the presence of a sufficient number of representatives of the client group who often carry out transfers. Moreover, the presence of a branch of a bank nearby and a queue near it allows us to assert with even greater confidence that opening another office in this area is necessary. The basic concept of pricing can be formulated as follows: you should not strive to sell your services cheaper than all competitors; It is better to stick to the average price level, which is closer to the high level. And at the same time sell a high-quality product, and to be even more precise, sell a high-quality banking product. Retail clients buy not so much the banking product itself, but the service that accompanies it. And, no matter what they say, almost all clients (and especially clients with high incomes) are willing to pay for the service. Therefore, it is better to sell more expensively, but do it with better quality, politely and with optimism.

Perhaps, from the point of view of offering commission products that do not tie the client to the bank, such as transfers and payments, the bank is actually a seller of positive sentiment to clients, rather than money transfer services. “Non-binding” means that, having once resorted to such a service (by sending a transfer or making a payment), the client does not become a regular client of the bank. Having received a loan, a person will be forced to interact with the bank until the loan is repaid, and if we are talking about mortgage loan, then such a period is calculated in decades. Having opened a deposit, the client will also most likely not leave the bank - until the deposit agreement expires, so as not to lose interest, even if his attitude towards this bank deteriorates. And to use commission products, he just needs to go next door - and he is already a client of another bank.

In this regard, a high level of customer service and the desire of office staff to sell banking services efficiently are of paramount importance. And only positively minded employees can ensure high-quality sales, since without the desire to be a salesman, it is unlikely that you will be able to force yourself to become one. Therefore, the search for the “right” personnel comes to the fore, and second in importance (but not in importance) is the task of proper motivation. Sellers of banking services work efficiently only if they themselves are financially interested in the result. Therefore, it is now important for banks to find not cash transaction workers, but salespeople, because almost everyone can count money, comply with regulations and draw up cash documents with proper training, and one in a hundred can sell positively. Understanding this, we mainly have to hire people who do not have experience working in a bank’s cash desk, since cash workers have a clear attitude that documents are primary, although sales should be primary. It is worth recognizing that customer-oriented staff have more frequent operational errors and shortages compared to “traditional” cashiers-operators, but we have to put up with this and constantly train them in the intricacies of cash register work.

We have already said that selling cashiers-operators, in order to become truly customer-oriented, must be appropriately motivated. It is advisable to build motivation in such a way that the employee is interested in each client. And the loss of a client for him should be tantamount to the loss of part of his personal income. Or, in other words, for every ruble of income received by the bank, the employee must receive his “share”. The simplest motivation system is the formation of a monthly bonus fund in the form of a certain percentage of the operating income earned by the bank office. Moreover, the financial result of the office and its payback are not obvious to line employees. Therefore, it is incorrect to start paying bonuses from sales, for example, only after the office reaches breakeven.

Another mistake is the creation and attempts to implement complex motivational programs, found in Western management textbooks. Difficult-to-understand motivational programs for cashiers-operators are unacceptable, since they often find it difficult or simply do not want to understand them. In this case, the opinion is spreading that management wants to cleverly deceive employees by promising and not paying a bonus. This will become especially “obvious” to employees if, as a result of the functioning of a complex motivational system, employees receive no bonus at all or receive an extremely small bonus. Therefore, we repeat that the most correct and at the same time simpler system is monthly payments, constituting a clear percentage of the turnover or income of the office. Although, in order to be able to manage income (of course, in the direction of increasing profitability), the bank would do well to introduce a planning system and set bonuses depending on the achievement of planned indicators. In this case, it becomes possible, by gradually increasing the planned figures, to force the employees of the operating unit to make efforts to achieve them, giving them a chance to increase their personal income. If income does not grow or begins to decrease slightly, then the bonus will be calculated based on a lower bonus percentage. Then the employees, having provided the bank with similar income compared to the previous month, will receive a bonus significantly lower than then.

Also, such a system allows one to overcome the possible risk of “sufficiency of earnings,” when an employee earns an income sufficient to meet his needs, and he does not want to make additional efforts to increase it, since “there is already enough to live on.” In this system of managing planned indicators, it is important to maintain reasonable sufficiency, without proposing obviously unfeasible plans. It should be noted that it will not be possible to increase office profitability indefinitely: someday it will reach its natural ceiling. It is necessary to be able to quickly identify this moment and continue planning around the ceiling figure. The seasonality of income is also important: no bank office will be able to earn more income in January than in December. The same seasonal fluctuations may occur in other months, depending on the specific location of the office.

As a simple example of creating a motivation system, we propose to consider a motivation system for employees of additional offices, as well as a motivation system for sector heads (administrators) of offices. In this example, bosses do not manage a single office, but a group of offices united in a so-called “cluster,” most often along geographical lines.

Motivational program for employees of additional offices

The bonus is paid monthly and is calculated based on the amount of net operating income received by the employee (shift) of the additional office. The calculation is made individually for the operations of each employee (shift). For an employee (shift), fulfillment of the plan is defined as the fulfillment of planned indicators in an amount proportional to the time worked. Net operating income is calculated as the amount of income received from satellite office operations minus the amount of operating expenses for those operations. Wherein maximum size premiums - 7% - are paid for the difference between the maximum planned amount and the actual amount of income.

The amount of the bonus is determined depending on the implementation of the plan established by the economic planning department. For each additional office, the plan is set separately on a monthly basis.

Below is an example of establishing a plan for one of the offices, which has one cash register employee.

Additional office No. 1

Correction factors (summed up):

Late to work by less than 10 minutes, coefficient - 0.95;

Being late for work by more than 30 minutes, coefficient - 0.90;

Absenteeism from work with less than 24 hours' notice, coefficient - 0.30;

Absence of a name badge and a branded blouse, coefficient - 0.95;

Going to work in clothes that contradict the corporate style, coefficient - 0.95;

Talking on a mobile phone at the workplace, coefficient - 0.95;

A break in customer service without a valid reason for less than 30 minutes, coefficient - 0.90;

A break in customer service without a valid reason for more than 30 minutes, coefficient - 0.50.

Motivational program for administrators of a network of additional offices

All bonuses presented below are paid monthly during the month following the reporting month.

Bonus for opening a new office (one-time): size 3000 rub.

Payment terms: paid after the opening of a new internal structural unit.

Correction factors:

If the opening of a unit is delayed by more than two weeks from the planned date, an adjustment factor of 0 is applied;

If the opening of a unit is delayed by more than one week from the planned date, an adjustment factor of 0.6 is applied;

If a unit is opened earlier than 5 days from the planned date, an adjustment factor of 1.5 is applied;

If a division is opened outside the Moscow Ring Road, a correction factor of 1.4 is applied.

Award based on the results of the network of offices: the total size of the bonus fund is 0.5% of the amount of income of all internal structural divisions of the bank.

Each office is assigned a certain number of points:

Moscow offices with one operating staff - 1 point;

Moscow offices with up to three operational staff - 1.2 points;

Moscow offices with more than three operational staff - 1.4 points;

Offices outside the Moscow Ring Road with one operating staff - 1.8 points;

Offices outside the Moscow Ring Road with up to three operational staff - 2.1 points;

Offices outside the Moscow Ring Road with more than three operating personnel - 3.2 points.

At the end of the month, the cost of one point is determined. The value of a point is determined by dividing the amount of the bonus fund by the sum of all points of operating departments.

The amount of the administrator's bonus is determined as the product of the number of points of the corresponding units supervised by him and the cost of one point.

Correction factors:

Increase in income of all structural divisions by more than 30% compared to the previous month, coefficient - 1.2 (applies to all administrators);

Stopping the work of any department for more than 30 minutes for reasons not related to the failure of equipment, communication lines or other external factors, coefficient - 0.7 (applies to a specific administrator);

Complaint from a client about the quality of work of a bank office, coefficient - 0.9 (applies to a specific administrator).

Calculation example 1

Additional office	Income, rub.	Number of points	Administrator
			Ivanov I.I.
			Ivanov I.I.
			Ivanov I.I.
			Ivanov I.I.
			Petrov P.P.
			Ivanov I.I.
			Petrov P.P.
			Petrov P.P.
			Petrov P.P.
			Petrov P.P.
			Ivanov I.I.
			Petrov P.P.
			Ivanov I.I.
Total:	4 264 665,73

Calculation example 2

Calculation of the bonus fund:

RUB 4,264,665.73 x 0.5% = RUB 21,323.33

Calculation of the cost of one point:

21,323.33 / 22.40 = 951.93 rubles.

Of course, the methods of stimulating personnel presented in this article are not the only correct ones, but at the same time they are quite simple to develop and implement, and most importantly, they have been tested in practice.

A.V. Pukhov, Spetssetstroybank, head of retail business department

"Personnel Management", 2008, N 7

In modern conditions, regional banks operate in conditions of fierce competition. In the current conditions, to ensure the functioning and development of regional banks, an urgent problem is to improve the staff motivation system.

Our research has shown that in banking system In regions remote from the center, material methods of stimulating personnel can be effectively used. Results of a survey of 500 employees of regional banks Krasnodar region indicate that 85% of the surveyed performers and managers at all levels named receiving money to provide for the necessary needs of their families as the main motive for their work. Gaining experience and work experience was indicated by 10% of respondents as the main motive - mostly young professionals working in the banking sector for less than 1 year. And only 5% of respondents identified satisfaction of non-material needs as the main incentive.

The study of approaches to material incentives for employees in Kuban banks made it possible to identify a number of main factors common to most regional banks, which significantly reduce the effectiveness of the staff motivation system.

A number of regional banks offer guaranteed bonuses, which are perceived by employees as an integral part of their monthly income. An employee may be deprived of part of this bonus if he makes a mistake in his work. This approach to motivation, in our opinion, is aimed at maintaining quality at the expense of stimulating the initiative and productivity of employees.

There are often cases when bonus remuneration is paid based on the results of the successful activities of the bank as a whole, adjusted taking into account the labor participation of each department and without taking into account the results of the work of the motivated employee. For example, based on the results of successful activities of the bank, each employee of the credit department, regardless of labor contribution, is paid a bonus in the amount of 120% of the official salary, and employees of the accounting department or other department accompanying the activities of the business unit are paid a bonus in the amount of 50% of the salary, since their activities does not bring direct income to the bank.

This approach, in our opinion, is ineffective because it does not take into account the individual contribution of each employee to achieving set goals, and employees do not link the size of the bonus they receive with specific actions that can increase its size. In our opinion, the significant difference between the bonus coefficients for business units and departments performing the functions of supporting business processes is also incorrect, since the ineffective work of insufficiently motivated support employees can negatively affect the business process and the results of the bank’s work as a whole.

Some regional commercial banks, when calculating bonuses, proceed strictly from the implementation of completed plans, without taking into account circumstances that objectively interfere with the full-fledged work of employees: failures software, economic and political processes in the country and/or abroad and more. The banking liquidity crisis that took place at the end of 2007 did not allow most banks to implement their plans for lending volumes. This circumstance was the reason for non-payment of bonuses to employees of credit departments of some banks, despite the efforts of credit employees aimed at retaining partners and minimizing negativity among bank clients. Saving part of the financial resources at the expense of employees at a difficult time for banks led to a sharp decrease in the level of staff motivation, which did not allow the prompt mobilization of human resources in order to stabilize the situation, and caused a significant outflow of clients.

The imperfection of the approaches to motivation used in the practice of regional banks often lies in the unfair distribution of bonuses. This usually manifests itself in the presence of financial incentive programs only in the business divisions of banks. At the same time, the role of business process support units in the final result of the bank’s work is overlooked. An example could be bonuses based on the results of fulfilling a plan for lending to the population only to employees of the sales department of credit products. Operations department employees who complete the transaction do not receive additional remuneration, while making their contribution to the implementation of the business plan indicators. In this way, a certain segment of employees involved in the implementation of one business process is demotivated, which can cause a slowdown in the technological chain and negatively affect the final result of the bank’s activities.

The analysis allowed us to formulate the basic principles of effective material incentives for the staff of regional banks.

1. Payments of a motivational nature must be made when the employee achieves a certain success. The indicators to be achieved must be established before the start of the billing period for which the bonus is planned to be paid. These indicators must be linked to the activities of the motivated employee and explained to him in a clear manner. Only in this case will the employee be able to build for himself logical chain: what do I need to do to achieve the goal. Paying a bonus before achieving the goal deprives the motivation process of any meaning.

2. When calculating the bonus, both the results of the work of the bank and its divisions as a whole, and the results of the work of each bonused employee must be taken into account. Neglect of this principle may lead to underemployment of some employees, who will receive compensation for the work of their colleagues without making due efforts. This phenomenon can lead to the development of destructive conflict in the team and demotivation of employees working with maximum efficiency. As a consequence of this, there is a significant decrease in the performance of the team and damage to the overall activities of the bank.

3. The employee being awarded must have full information about the achievements that allowed him to receive additional income. A bank employee must clearly understand how much he has fulfilled individual targets, since this will allow him to calculate his future income and the efforts required to obtain them. If an employee receives a bonus for several types of activities, then he must clearly understand what income he received and can receive for each type of activity. Otherwise, it may negatively affect the most difficult process to perform.

If the employee does not receive the expected bonus, he must also be notified of the reasons why he will not receive the expected income. Neglect of this principle can lead to demotivation of a bank employee and a decrease in loyalty to the employer, since suspicion may arise that the bank is trying to save money on well-deserved remuneration.

4. When calculating material remuneration, uniform transparent rules should be used that regulate the difference in income of various groups and categories of employees. Each motivated employee should be explained the algorithm for calculating bonus remuneration based on the measurable results of his work. The bonus calculation formula should be simple and known to every motivated employee. Otherwise, the employee will not be able to calculate for himself the expected remuneration and the efforts that must be made to receive it.

5. Material reward should stimulate the employee to constant self-improvement. To achieve this, it is recommended to constantly increase the individual target indicators involved in the calculation of additional remuneration, which must remain objectively feasible.

6. Established individual plans must be achievable. At the same time, for employees, an indicator of the achievability of plans is their implementation by at least one member of the team, subject to equal distribution. Practice shows that if in the sales department of a bank’s credit products, where established plans are distributed among employees in equal parts, not a single member of the team fulfills the established plan for 2 months, then the level of motivation and productivity of employees is significantly reduced. The loyalty of employees to the bank also decreases, since most employees will consider the establishment of unrealistic plans as a tool for saving on wages.

7. Material rewards must be meaningful and meet employee expectations.

The expected additional reward for achieving set targets should encourage a motivated employee to make every effort to complete the assigned tasks. In the practice of some large banks that successfully use the material incentive system, the ratio of official salary and possible bonuses is planned in a ratio of 1:2. Thus, a motivated employee of this bank, with successful work, will be able to receive 3 times more than the guaranteed salary, which, as practice shows, is a fairly significant reward. Violation of this principle entails a decrease in the productivity of bank personnel and can lead to an outflow of proactive specialists.

The practical use of these principles when building or reforming the motivation system will improve the efficiency of personnel management in regional commercial banks and ensure stability and competitiveness in modern conditions.

Introduction

1.1. Qualification of bank personnel, advanced training of employees.

1.2. Assessment of personnel qualifications. Certification.

2.1. Incentives for bank staff. Essence, types and forms of stimulation.

2.2. Motivation of bank staff. Types, types, structure.

2.3. Basic approaches to assessing motivation management.

3.1. Strategic planning in a bank.

3.2. Building an effective incentive system in the bank.

3.3. New approaches to motivation.

Conclusion

List of used literature

Introduction

The personnel management system ensures continuous improvement of methods of working with personnel and the use of achievements of domestic and foreign science and the best production experience.

Part I

1.1. Qualification of bank personnel, advanced training of employees.

Labor efficiency increases if it takes 2-2.5 times less time for workers with a higher educational level to master new types of work in the context of the introduction of new equipment and technology. The main thing, of course, is not simply the faster adaptation of these workers to new technology, but the fact that, due to their high educational and professional training, they have the opportunity to technologically “see” much more than their immediate responsibilities in the production process. This is exactly what, as it turned out during the conversations, the workers, in many respects

predicts their higher degree of satisfaction with their work.

Economic indicators include: growth in labor productivity,

product quality, saving material resources, etc. Social indicators reflect the level of satisfaction with work, its content and conditions, forms and payment systems.

Retraining means training qualified workers to change their professional profile to achieve compliance

personnel qualifications and production requirements.

Advanced training consists of deepening professional knowledge, skills and abilities acquired during the training process.

The professional development management system is based on the following principles: planned, systematic and continuous expansion of knowledge;

frequency and compulsoryness of training; differentiation of curricula and programs by categories of workers; ensuring the educational process.

The basic requirements to ensure the effectiveness of mastering training programs boil down to the following:

Learning requires motivation. People need to understand the learning objectives; for working managers, enterprises must create conditions favorable for learning;

If the skills acquired during the training process are complex, then this process must be divided into successive stages.

Methods for assessing personnel performance.

Performance appraisal has the following three main goals:

administrative, informational and motivational.

Administrative purposes mean: promotion, transfer from one job to another, demotion, termination of an employment contract.

1) Promotion serves two purposes: it allows the company

fill existing vacancies; allows employees to satisfy their desire for

success, self-expression, recognition.

2) Demotion of employees occurs when evaluation indicators

labor do not meet the requirements and the possibilities of achieving the specified indicators have been exhausted.

Assessment of labor results is also necessary in order to inform employees about the relative level of their work, show their strengths and weaknesses, and provide direction for improvement.

Job evaluation is also an important feature of employee motivation.

By communicating the results of the job evaluation, the company has the opportunity to properly

reward employees with salary, promotion, gratitude and

other forms of remuneration. Additionally, it should be noted that systematic positive reinforcement of behavior is associated with higher future performance.

Job evaluation is the process of ranking jobs by their relative value in order to fairly compensate the worker. How fair it is

the employee’s work will be appreciated, so satisfied will he be with what he receives

remuneration, so will his production behavior in the future depend.

The following methods are currently used to evaluate work:

Job ranking is the simplest form of job evaluation. Each job in this case is assessed according to its relative importance for the company. Object

assessments are the necessary duties, responsibilities, qualifications. Works

grouped by relative complexity and value. By degree

ranking determines the company's need to perform certain works.

This method has become widespread due to its simplicity.

Classification of work - this method is similar to the previous one and differs

only by the sequence of implementation. According to this method, at the beginning

the salary level is determined, then the work itself is examined in detail. IN

under market conditions it is less acceptable, but was widespread in the ACN environment. Appropriate standards were established for each job

production, uniform prices for their payment have been drawn up

1.2. Assessment of personnel qualifications. Certification.

In addition, the certification must be effective form control over professional growth and business qualifications of a specialist. Recognizing an employee as unsuitable for his position entails raising the question of his retraining and transfer to a lower position.

Certification as a social mechanism performs the following functions:

Diagnostic, or evaluative, - the study and assessment of the activities, behavior, personality of specialists in order to use them most correctly;

Prognostic, which consists in determining the employee’s capabilities and abilities for further growth, improvement, and clarifying the prospects of each specific specialist;

Corrective, which consists of identifying any special measures or specific areas of work to change certain elements of the activities and behavior of specialists;

Educational - the impact on the personal qualities of the employee, primarily on his motivational sphere.

Knowledge and consideration of these functions allows, when developing a certification system in an organization, to avoid a one-sided assessment of the performance of employees and consider them in dialectical unity, synergetic integrity. This is also facilitated by reliance on compliance with the principles of openness, collegiality, and systemic integrity in the assessment of professional activities, ensuring an objective attitude towards personnel in the certification process. During certification, the objective results of a specialist’s professional work, the compliance of the result of his work with norms and standards, manifested in skill, as well as the originality and non-standardity of the result of his work, manifested in creativity, must be assessed. This view presupposes a systemic and holistic approach when considering the level of professionalism of an employee in the process of his certification. Professionalism presupposes a high level of competence, formed at the level of a productive model of personal activity and professionally important qualities, a high level of skills and abilities of personnel. When developing an organization's certification system, it is advisable to take into account several certification blocks. This - professional competence(efficiency of professional activities, professional abilities, professional thinking, ability to work in extreme situations, ability to withstand adverse professional factors, etc.); social communicative competence (professional communication, forms of professional cooperation, conflict tolerance, etc.); personal competence (professional motives, aspirations, expectations, job satisfaction); individual competence (motives and ability for self-development, self-design, self-correction, self-preservation, stress resistance, positive performance dynamics, etc.)

When creating an evaluation system, it is important to answer two questions: what to evaluate and how to evaluate. In the course of analyzing approaches to the certification of an organization’s personnel, the author identified the possibility of using various methods of assessing and certifying specialists to fulfill the main condition, i.e., the justified feasibility and usefulness of the position for which certification is being carried out, the departments and services in which this position is included, the validity structure of the governing body.

Currently, there are many methods of personnel assessment. In the literature there are references to the proposal to assess it by taking into account many personal and professionally important qualities and skills. You can cite various shapes and methods for assessing professionally important and personal qualities and skills. Identifying qualities that contribute to the success of professional activity is a rather complicated matter. The history of personnel management has information about the identification of two qualities: the ability to gain authority and a broad outlook. There is also a list of 11 qualities that contribute to effective management: the ability to manage oneself, reasonable personal values, clear goals, emphasis on constant personal growth, problem solving skills, ingenuity and ability to innovate, ability to influence others, knowledge of modern management approaches, ability to train and develop subordinates, ability to form and develop effective work groups.

2.1. Incentives for bank staff. Essence, types and forms of stimulation.

Labor stimulation is, first of all, an external motivation, an element of the work situation that influences human behavior in the world of work, the material shell of personnel motivation. At the same time, it carries an intangible load that allows the employee to realize himself as a person and as an employee at the same time. Stimulation performs economic, social and moral functions.

The economic function is expressed in the fact that labor stimulation helps to increase production efficiency, which is expressed in increased labor productivity and product quality.

The moral function is determined by the fact that incentives to work form an active life position and a highly moral climate in society. At the same time, it is important to ensure a correct and justified system of incentives, taking into account tradition and historical experience.

The social function is ensured by the formation of the social structure of society through different levels of income, which largely depends on the impact of incentives on different people. In addition, the formation of needs, and ultimately the development of personality, is predetermined by the formation and stimulation of labor in society.

An incentive is often characterized as an external influence on an employee (from the outside) in order to encourage him to perform effectively. There is a certain dualism inherent in the stimulus. The dualism of the incentive is that on the one hand, from the position of the enterprise administration, it is a tool for achieving a goal (increasing the productivity of workers, the quality of the work they perform, etc.), on the other hand, from the position of the employee, the incentive is an opportunity to obtain additional benefits (positive incentive) or the possibility of their loss (negative incentive). In this regard, we can distinguish between positive stimulation (the possibility of possessing something, achieving something) and negative stimulation (the possibility of losing some item of need).

When incentives pass through the psyche and consciousness of people and are transformed by them, they become internal incentives or motives for the employee’s behavior. Motives are conscious incentives. Stimulus and motive do not always agree with each other, but there is no “Chinese wall” between them. These are two sides, two systems of influencing an employee, encouraging him to take certain actions. Therefore, the stimulating effect on personnel is aimed primarily at enhancing the functioning of the enterprise’s employees, and the motivating effect is aimed at enhancing the professional and personal development of employees. In practice, it is necessary to use mechanisms for combining motives and incentives for work. But it is important to distinguish between the stimulation and motivational mechanisms of behavior between workers and enterprise management, and to realize the importance of their interaction and mutual enrichment.

Incentives can be tangible or intangible. The first group includes monetary (wages, bonuses, etc.) and non-monetary (vouchers, free treatment, transportation costs, etc.). The second group of incentives includes: social (prestige of work, opportunity for professional and career growth), moral (respect from others, rewards) and creative (the opportunity for self-improvement and self-realization).

There are certain requirements for organizing labor incentives. These are complexity, differentiation, flexibility and efficiency.

Complexity implies the unity of moral and material, collective and individual incentives, the meaning of which depends on the system of approaches to personnel management, the experience and traditions of the enterprise.

Differentiation means an individual approach to stimulating different layers and groups of workers. It is known that approaches to wealthy and low-income workers should be significantly different. Approaches to qualified and young workers should also be different.

Flexibility and efficiency are manifested in the constant revision of incentives depending on changes occurring in society and the team.

Stimulation is based on certain principles:

·Availability. Each incentive must be available to all employees. The incentive conditions must be clear and democratic.

·Tangibility. There is a certain threshold for the effectiveness of the incentive, which varies significantly in different teams. This must be taken into account when determining the lower stimulus threshold.

·Graduality. Material incentives are subject to constant upward adjustment, which must be taken into account; however, sharply inflated remuneration that is not subsequently confirmed will have a negative impact on the employee’s motivation due to the formation of an expectation of increased remuneration and the emergence of a new lower threshold of incentive that would suit the employee.

· Minimizing the gap between the result of labor and its payment. For example, the transition to weekly wages. Compliance with this principle allows you to reduce the level of remuneration, because The principle “less is better, but right away” applies. Increased rewards and its clear connection with the result of work are a strong motivator.

·Combination of moral and material incentives. Both factors are equally strong in their impact. It all depends on the place, time and subject of the influence of these factors. Therefore, it is necessary to intelligently combine these types of incentives, taking into account their targeted effect on each employee.

·Combination of incentives and anti-incentives. A reasonable combination of them is necessary. In economically developed countries, the transition from anti-incentives (fear of job loss, hunger, fines) to incentives prevails. It depends on the traditions established in society, the team, views, morals.

Forms of incentives include financial rewards and additional incentives.

Wages are the most important part of the system of payment and incentives for labor, one of the tools for influencing the efficiency of an employee. This is the tip of the iceberg of the company’s personnel incentive system, but wages in most cases do not exceed 70% of the employee’s income. Among the forms of material incentives, in addition to wages, bonuses can be included. Bonuses replace the thirteenth salary in many cases. Bonuses are preceded by personnel assessment or certification. In some organizations, bonuses amount to 20% of an employee's income per year. The importance of incentives such as profit sharing and equity participation is increasing.

Non-material incentives also become important not only because they lead to social harmony but also provide an opportunity for tax evasion.

Non-material incentives include such basic forms as payment of transportation costs, discounts on the purchase of company goods, medical care, life insurance, payment for temporary disability, vacation, pensions and some others.

2.2. Motivation of bank staff. Types, types, structure.

The motives for work are varied. They differ in the needs that a person seeks to satisfy through work, in the benefits that a person will need to satisfy his needs, and in the price that a worker is willing to pay to obtain the benefits he seeks. What they have in common is that the satisfaction of needs is always associated with work.

Several groups of labor motives can be distinguished, which together form a single system. These are motives for the meaningfulness of labor, its social usefulness, status motives associated with public recognition of the fruitfulness of work, motives for obtaining material benefits, as well as motives focused on a certain intensity of work.

The benefit becomes a stimulus for labor if it forms the motive for labor. The practical essence of the concepts “motive of labor” and “stimulus of labor” is identical. In the first case, we are talking about an employee striving to obtain a benefit through work (motive). The second is about a governing body that has a set of benefits necessary for the employee and provides them to him subject to effective work activity (incentive).

A leader must always keep in mind the element of chance. Unpredictable and irregular rewards motivate better than expected and predictable ones. It is better to reward as many employees as possible with small and frequent rewards.

2.3. Basic approaches to assessing motivation management

When comparing costs and results in assessing the economic efficiency of personnel management, it is necessary to specify and determine what exactly is to be assessed.

Firstly, achieving a certain result of activity with the help of a specially selected, trained and motivated team of the enterprise, formed as a result of the implementation of the chosen personnel policy.

Secondly, achieving the goals set for motivation management with minimal expenditure of funds.

Thirdly, the choice is the most effective methods management, ensuring the effectiveness of the management process itself.

Each of these approaches deserves separate consideration.

a) Achieving the final result

The overall economic effect can be considered as the result of all economic activities of the enterprise. In one case, the economic effect is the volume of products produced in natural or in monetary terms(gross or net production). In another case, the volume of products sold and profit are also taken into account. Products should be expressed in current prices, as this allows results to be compared with costs.

Thus, increasing efficiency can be achieved either by reducing costs to obtain the same production result, or by reducing the rate of increase in costs compared to the rate of increase in the result, when an increase in the latter is achieved through best use available resources.

Most often, to assess the effectiveness of the final result (production), an indicator of the efficiency of labor costs is used, in particular the indicator of labor productivity - Pt.

Op - volume of products (works, services) produced during a certain calendar period, rub.; T - labor costs (person-hours, person-days) or the average number of employees.

However, this indicator is not entirely accurate and changes under the influence of many factors. More substantiated conclusions about the effectiveness of work with personnel are provided by assessing the cost of the enterprise's labor costs. Indeed, in order for the labor process to take place, enterprises incur significant costs. At different enterprises, the cost of a unit of labor (St) differs significantly, because the volume of labor costs St = W/T is different. If the enterprise has accounting for such costs, then it is possible to calculate an indicator characterizing the volume of production per 1 ruble of labor costs (F).

It is defined:

1) As the quotient of dividing the volume of products produced in value terms (in current prices) by the volume of labor costs.

2) by dividing the level of labor productivity (in value terms) by the amount of costs per unit of labor input: F = Pt / St.

The indicator of specific cost intensity Ur is the inverse of the indicator of production volume per 1 ruble. costs (F) and characterizes the labor costs (in rubles) necessary to obtain 1 ruble. products.

The dynamics of the production volume indicator per ruble of labor costs (F) makes it possible to monitor changes in the efficiency of these costs. An increase in output per unit of cost indicates their feasibility.

When the return on costs decreases, an analysis of the reasons causing this decrease is necessary. This will make it possible to find out which of the external and internal factors influenced it, that is, to answer the question of whether the enterprise rationally uses the labor potential of its employees created through management measures. b) Achieving motivation management goals at a minimum cost

Efficiency characterizes not only the effectiveness of an activity, but also its economy, i.e. achieving a certain result with minimal costs. When assessing a personnel management system, indicators of not only labor productivity, but also the efficiency of the system itself can be used. The personnel management system is designed to influence labor potential in order to change its parameters in the direction necessary for the enterprise. There are different ways to solve this problem, but the right choice ensures the lowest cost, i.e. saves money. The effect of management can be assessed by the degree of closeness of the actual state of labor potential to the planned one. It is impossible to express the ultimate goal of personnel management with one indicator, therefore their system is used, reflecting different sides labor potential (number of personnel, professional qualifications, education, motivation, labor, health status).

The effectiveness of motivational management can be identified and analyzed in specific areas of this process - the effectiveness of personnel policy, training and retraining of personnel, advanced training, reduction of personnel adaptation time, etc.

In any case, the source of the effect is saving money to achieve the set goals, however, the main task of the policy being pursued is to achieve a state of labor potential that would provide a certain economic and social effect, and not maximum savings in labor costs, since it is known that cheap labor strength is not always the best, especially for producing high-quality products. Consequently, cost minimization, as a criterion of efficiency, should be considered in relation to achieving specific quantitative and qualitative parameters of labor potential.

The effectiveness of the management process is determined by assessing the progressiveness of the management system itself, the level of technical equipment of management work, the qualifications of workers, etc. Factors that increase the efficiency of the management process itself cannot but affect the results of the organization’s economic activities.

System efficiency in general view can be expressed in specific costs for its operation. The effectiveness of management can be characterized by assessing the rationality of the organizational structure of the personnel service. IN in this case indirect criteria are used - the costs of maintaining the management structure and their share in the total costs of the organization when producing products. The more complex the system (the greater the number of hierarchical levels and relationships), the lower the efficiency of the management system.

The effectiveness of the organizational structure of the personnel management service largely depends on the dynamism of the structure itself, on how quickly it responds to changes and complication of the tasks facing personnel management, and how adapted it is to business conditions in a market economy.

Each of the considered approaches to assessing economic efficiency has its own positive aspects and difficulties in implementation. The most practical approach seems to be the assessment of individual areas of motivational policy, which makes it possible to highlight the costs of their implementation and determine with sufficient accuracy the indicators of the effectiveness of the ongoing personnel policy. However, enterprises of different forms of ownership (state, commercial, etc.) have varying degrees of freedom in choosing methods for implementing socio-psychological and motivational policies and the possibility of implementing alternative options.

Therefore, general performance criteria may be the following:

Payback period for personnel costs;

Amount of income increase;

Minimizing current costs;

Profit maximization;

Minimizing production costs due to personnel costs.

The enterprise’s orientation towards the use of one or another criterion also predetermines the approach to the selection of indicators used to analyze and justify the effectiveness of the ongoing motivational policy, its forms and methods.

Part II

3.1. Strategic planning in a bank

A modern approach to strategic planning recognizes the interdependence of planning and other functions and activities of the bank, pointing to the need to take this interdependence into account when designing planning systems in banks, their information and other supporting subsystems, as well as other processes and systems.

System of plans. The result of the strategic planning process, its output is planning documentation (the so-called “system of plans”), which reflects all types of planned indicators and the end of the corresponding periods.

The need to develop a system of plans, that is, a set of interrelated plans, is determined by the fact that solutions to complex strategic problems are also quite complex. They are complex in the sense that they require consideration of factors as diverse in nature as scientific, technical, technological, financial, and so on, as well as the participation and support of a wide variety of clients of the organization.

Since plans must contain proposed “solutions” as one of the most important elements complex problems, they themselves must be no less complex than these problems. It follows that a simple plan or a simple hierarchy cannot serve as an adequate means of solving the problems of a modern bank. Rather, it should be a system of interrelated and interdependent private plans that reflect and take into account various aspects of the complex problems that the bank will face in the future, the possibilities for resolving them, the influence of different groups of bank clients, as well as the connections between certain elements of these plans. We can distinguish four types of interrelated plans that play a subordinate role in relation to the master plan.

a) Main directions of development and strategy for the foreseeable future.

b) A long-term plan that extends beyond one year and usually includes prospects for improving products and services, as well as transition to the release of a new generation of services provided by the bank.

c) Production (short-term) plan, usually developed for one to two years and covering mainly the current activities of the bank.

d) Special plans (projects), specifying such special goals as the development of new types of services, penetration into new markets, introduction of new technologies, restructuring of the organizational structure by merging individual divisions of the bank, mergers with other banks, and so on.

All these interconnected plans serve as forms of materialization of the bank’s planned activities and the basis for linking tasks, goals and strategies. These types of plans are also intended to harmonize planning results obtained at different levels of management and in different divisions of the bank, as well as covering different periods of time. The main directions of development of the bank set out the strategy for achieving general goals and the main directions of its activities. The bank's long-term plan is developed in more detail. It covers a long period time, takes into account the possibility of introducing new services and using new resources. In the production plan, the planning horizon is much narrower, but in other respects this plan is not inferior to the previous one. Special plans (projects) have different time horizons, but their focus is focused on achieving a limited number of specific goals and using a narrow range of resources.

The two types of plans mentioned first are the main output of the strategic planning system. However, they must be based on current project, program and production plans. They should be transformed into future production and special plans (projects). The last two types of plans are also part of the strategic planning system. No less important than the relationship between the various plans included in the planning system is their content. Each of these plans must include an adaptation mechanism that allows the bank to adapt to future conditions, grow or, conversely, curtail its activities.

Such mechanisms may be plans for the takeover of other banks, plans for the development of a resource base that contribute to the achievement of the bank’s general goals and many other elements that ensure the prosperity of the bank in the future, which may differ very sharply from the current situation. The planning process. In order for the development and use of a complex system of plans to be effective, the planning process must proceed in an organized manner. At the same time, a special organization is not necessary if the bank is small or if a consolidated plan can be obtained by simply summing up and linking the indicators of the plans of its divisions. However, one of the main advantages of planning is obtaining synergistic effects. Therefore, in order to correctly assess the relationships, interactions and interdependence of bank elements, activities and programs, a certain order is required. To obtain a synergistic effect in planning, it is necessary to develop certain mechanisms for using these assessments as the basis for realizing the benefits of interaction and interdependence of various plans and divisions of the bank.

The fundamental model of the adaptive planning process consists of the following blocks: preliminary description of goals, forecasts of the external environment, planning prerequisites, selection of bank goals, assessment of alternatives, development of plans, development of strategies. Preliminary description of goals. The strategic planning process begins with a preliminary determination of the bank's goals. The definition of these objectives is preliminary and is intended to establish the boundaries of future opportunities and the benchmark against which the need for information necessary to evaluate these opportunities is assessed. Determining the future goals of a bank can cause serious difficulties, since it forces you to think in unusual categories, different from those used in everyday life. practical activities. Forecasts of the external environment. The main purpose of forecasts is to look into the future, allowing planners to build a model of the likely future state of the external environment. This model reflects the nature of the social, economic, political, legal, scientific and technical factors that the bank will have to deal with in the future. Planning prerequisites. Prerequisites (assumptions) contain the basic background information necessary for strategic planning. They can be specific, for example, related to inflation rates, or more general, such as assumptions about changes in the system of basic values of society.

Planning assumptions provide information complementary to that contained in the forecasts. These assumptions allow the planner to complete a model of the future, which can then be used as a basis for assessing and selecting strategic goals. Selecting the bank's goals. This stage includes clarification, detailing and specification of previously formulated goals. Wide specific goals organizations integrate and guide subsequent stages of the planning process.

Evaluation of alternatives. The next step in the process is identification and evaluation. alternative ways using the bank's resources to achieve its goals. Thus, the process of evaluating alternatives is making a decision about the best direction development of the bank under given restrictions and future conditions.

The evaluation of alternatives when using a form of cost-benefit method should be carried out on the basis of previously selected objectives and, therefore, lead to the selection of alternatives that are congruent with those objectives. Along with assessments of risk and uncertainty, these alternatives form the core of strategic planning. In order for them to be meaningful, they should be assessed in accordance with what should be done and what can be done, based on the bank's given goals and possible risk factors - in the future.

Development of plans. Once goals have been selected and alternatives have been evaluated, the plan development process focuses on ensuring consistency between the goals and alternatives prepared by the various departments of the bank and for different types his activities. On at this stage everything necessary is also being done to ensure that these plans correspond to the global goals of the bank: the selected goals, alternatives and those activities that ensure their implementation are recorded in written, documented form. Thus, this stage serves as a detailing of the previous one.

Too often this is the only step that is carried out more or less effectively in banks seeking to establish planning. Developing strategies for implementing plans. Exploring alternative ways to achieve goals through selected strategies and activities should be given the same serious consideration as the choice of strategies and activities. Partly, the strategy for applying plans is inherent in their very totality, since when developing plans, alternative ways of their effective implementation were taken into account. For example, if a new building needs to be built, the construction plan will undoubtedly contain a sequential description of such stages as the selection construction site, design and so on, which will lead to the implementation of the planned decision to construct a new building. Implementation strategy has one very complex aspect that often needs to be taken into account: people's motivation and behavior. In this case, the planner should ask the following questions: what will be the reaction of workers to this decision? How to present the developed plan to them so that they contribute to its successful implementation? How much of this plan can be made public? When?

This approach to taking into account the impact of people's behavior on the implementation of the plan serves to improve the plan using the strategy for its implementation. This strategy is intended to control all activities resulting from the plan, and not just the distribution of work and tasks, which is usually considered the main result of planning. Decision-making subsystem. From the description of the planning process, it is clear that planning is inextricably linked with decision-making about goals and strategies. Consequently, no planning procedure will be completely systematic without an orderly approach to its most important phase - decision making.

Of course, the process of making planning decisions cannot be made completely objective and systematic. The decision-making subsystem should serve as a means of combining the judgments and assessments of managers into one whole within the framework of formal decision analysis. This complementarity of subjective assessments and formal analysis enhances the ability of managers to make strategic decisions V difficult situations. Formal decision analysis involves the use of a number of decision models that explicitly formulate the relationships between the efficiency of a bank’s operations (for example, its profitability) and the controllable and uncontrollable parameters that determine the level of this efficiency. For example, a decision-making model might relate a bank's profitability to external economic conditions (an uncontrollable factor) and strategic choice variables such as advertising expenditures (a controlled parameter).

Such models can serve as guides for evaluating and selecting policies, programs, and other decision-related planning elements. The use of such models eliminates the need for planners to rely solely on intuition or (to a lesser extent) trial and error when making decisions. The inclusion of a decision-making subsystem in the planning system serves to emphasize the nature of planning as a decision-making process, as well as to show the need to obtain special information and process it in such a way that

promotes better decision making. Information support subsystem. Many planning failures are due to the lack of necessary planning information (“databases” on which decisions can be made). Often the information processed in information systems banks, is predominantly descriptive and historical in nature, relating to the past activities of its divisions. Much of this information is outdated and related only to himself. To be useful for strategic planning, information must be forward-looking and focused on those aspects environment and competition, which have the greatest impact on the future of the bank.

The contents of the database can be schematically shown, its connection with the elements of the planning process, as well as with various sources of planning information, as follows (diagram “Information basis for strategic planning”). diagram “Information basis for strategic planning” Naturally, it is impossible to process such large volumes of diverse planning information without first systematizing it.

Systematization of planning information does not mean the need to develop expensive computing systems. Rather, it means the need to answer questions like the following: What do you need to know? Where can I get information about this? Who will collect them? How will this data be collected? Who will analyze and interpret them? What is the most cost-effective way to store collected information so that it can be found and retrieved later as cost-effectively as possible?

How to timely distribute the extracted information among its users? Subsystem organizational support. Strategic planning functions can be distributed in different ways between bank divisions, in various combinations forming one of the following profiles: A strong central planning service that develops long-term strategies.

A central planning service that provides long-term planning by providing assistance to organizational units involved in planning. Decentralization of powers for long-term planning: assigning responsibility for drawing up long-term plans to those heads of bank departments who are responsible for their implementation. Most questions related to the “organization adequate for strategic planning” usually come down to one of the following: whether such a unit should be line or headquarters, and whether the long-range planning function should be at the level of the corporation, its departments, or both. These issues must be approached creatively.

Strategic planning management subsystem. Strategic planning does not happen on its own; it needs motivation. Important elements of motivation are the attitude of managers and the climate in the bank. Since planning functions are carried out by people, the planning process itself must be formalized and managed. Just as the planning process requires the development of a plan implementation strategy, the introduction or radical change of strategic planning requires a planning implementation strategy. Thus, planning itself must be planned and the process must be managed.

Planning is a type of organizational activity that requires a significant investment of time and resources. As such, it will deteriorate if its importance is not understood, if it is not encouraged to respect it by employees, and if it is not managed as carefully as other activities in the bank.

Part of this “planning management” involves paying due attention to the organizational climate necessary for planning to be creative. Effective method Creating such a climate is to encourage broad participation in planning by workers at all levels. Employees can be encouraged to offer their ideas on how to improve the planning of new services, modify the services being released, change the organizational structure, develop a new strategy, etc. Such proposals must be sufficiently reasoned and documented so that planners can evaluate them and see how each proposal merits further study.

3.2. Building an effective incentive system in a bank

Only by knowing what motivates a person, what motivates him to act, what motives underlie his actions, can we try to develop an effective system of forms and methods for managing him. To do this, you need to know how certain motives arise or are caused, how and in what ways motives can be put into action, how people are motivated.

Taking into account the realities of the economic environment, the survival of any business structure in the conditions of the emergence of a market economy in Russia most directly depends on the intellectual property of its personnel. It is on this subjective basis that thoughtful professional activities of personnel, heuristic approaches in developing management decisions, and skillful implementation of risky business actions are possible. Unfortunately, often managers and economists of business structures do not attach due importance to the attitude of employees towards work. Such neglect leads to underestimation of the decisive importance of the moral and psychological factor in stimulating work. The incentive system in entrepreneurial activity has a strong psychological and moral impact on people; it is designed to arouse in them a strong desire to work conscientiously, professionally and innovatively. An ill-conceived system for stimulating attitudes toward work can disorganize workers and disrupt the effectiveness of their activities. Therefore, when working with people it is important to know psychological foundations motivation and stimulation of work.

In Russia, the process of forming labor incentive systems occurs in difficult socio-economic conditions. There are not many successful enterprises in the country. Each of them tries to create its own model of motivation and incentives, taking into account real conditions economic environment. Moreover, some top managers form their motivation models, still based on Soviet experience, many of the pro-Western oriented companies are introducing foreign management technologies at their enterprises. There are also those who are developing qualitatively new models that have no analogues in the fairly extensive world practice.

3.3. New approaches to motivation

A typical modern personnel policy, successfully implemented in most Moscow banks, at a minimum assumes that the following elements are present:

1. A remuneration system that allows you to influence the total income of an employee, namely:

a) providing remuneration corresponding to the employee’s contribution to achieving the bank’s goals;

b) motivating employees to perform highly productive work;

c) retention the best specialists and managers;

d) attracting qualified specialists and managers.

To achieve the above goals, the remuneration system should be based on such principles as competitiveness, differentiation of pay by work, consistency, compliance with the tasks and goals of the business, flexibility, focus on performance, fairness, honesty, openness, cost-effectiveness, and change management.

2. The system of adaptation of bank personnel, including psychophysiological, socio-psychological, organizational and professional aspects. In our case, we make the assumption that professional adaptation coincides in time with the probationary period.

3. Certification system - annual assessment of personnel performance, which is linked to all other personnel management procedures (training, transparency of career growth, material and non-material remuneration).

4. System of training and advanced training for bank employees. In the banking sector, training largely becomes instrumental in nature, aimed at eliminating the deficit of knowledge and skills. At the same time, the effectiveness of implementing a program of deep changes in the bank is directly related to the successful development of the bank’s personnel and, as a result, to the formation of sustainable motivation of bank specialists for continuous learning.

5. Procedure for involving personnel in business processes, etc. The involvement of personnel in the activities of the organization, good communications and timely information of personnel are directly related to its productivity.

6. A program for compulsory medical care for personnel, and, if possible, voluntary medical insurance.

7. An additional package of non-material incentives, which are formed and implemented based on the specifics of each organization.

8. A system of psychological support and feedback, analysis of personnel and management through timely psychological examination and opinion polls.

Managers do not always clearly understand what motives motivate their subordinates to work effectively. This problem is common to many organizations and businesses around the world. Research conducted in organizations in Western Europe and America has shown that managers often overestimate the importance of “basic motives” for employees, such as salary, safety, reliability, and underestimate internal incentives for work - independence, creativity, the desire to achieve high results. Thus, when choosing from ten main factors of job satisfaction for their subordinates, managers ranked first: good salary, job security, opportunity job growth, good conditions labor. When the employees themselves answered, they put the following factors in first place: human recognition, ownership complete information, help with personal matters, interesting work, the opportunity to spend organized family leisure, recreation with children, etc.

Thus, new banking technologies require new approaches to motivating bank employees that correspond to the modern situation.

When developing a system for stimulating staff work motivation, the following criteria are set:

1. Complexity. Human activity is stimulated by a whole complex of reasons (conscious and unconscious), which are in a complex interweaving and often in contradiction. The sum of vectors of multidirectional trends ultimately determines the direction of activity. To stimulate labor, it is very important to create a balance of external and internal incentives, to combine material and “moral” (spiritual) incentives for work.

2. Certainty. The system of criteria that determine the nature of incentives must be clearly formulated and understandable to all employees. Employees must clearly understand which of their actions are desirable for the organization, which are tolerable, and which are unacceptable. Simply put, an employee must clearly understand for what he will be rewarded and punished in his professional activities, and what the magnitude of these rewards and punishments may be.

3. Objectivity. The employee must be confident that his activities will be objectively assessed. Encouragement or punishment must be personal and specific. At the same time, it is very important that not only the punishment, but also the reward be fair, because undeserved encouragement harms the cause even more than undeserved punishment. Each specific deserving employee should be encouraged: it has been established that if the team as a whole is encouraged, this has a less stimulating effect.

4. "Inevitability" of stimulation. The labor incentive system should provide employees with confidence that their “right” or “wrong” behavior will inevitably lead to reward or punishment. At the same time, an effective manager knows well that sometimes it is better to “not notice” omissions in work than not to react in any way to achievements.

5. Timeliness. What is significant for a person today may lose its relevance tomorrow. About a person who waited for something for a long time, and then stopped waiting and resigned himself, they say: “He outlived his desires.” The incentive system should work quickly, reinforcing success or forcing changes in “wrong” behavior so that the employee more clearly aligns his actions with the interests of the organization.

As a result of group work, a product of different levels can be obtained and different quality. It depends on what task was set and on the capabilities of the group.

The employee must be confident that his activities will be objectively assessed. Encouragement or punishment must be personal and specific.

Conclusion

If ten years ago there was an almost complete monopoly of the State Bank in the Russian banking services market, now banks are forced to fight for every client. The main tool for increasing competitiveness is the activity of a person, a bank employee, starting from the teller and ending with its president. Everyone should be interested in quality customer service, and the main motive will be the prosperity of the bank and increasing its competitiveness, and therefore improving the well-being of staff.

The high level of intrabank specialization makes it difficult comprehensive solution problems, coordination of departments’ activities due to the narrow scope of responsibility. An expedient direction for personnel management in this context may be to expand and deepen connections between departments not only in the form of formalized procedures. Informal connections are important and have no less significance, which it is advisable to maintain and develop. Expanding and deepening such connections will fill the lack of information and will contribute to the mutual enrichment of knowledge about the general situation in the bank. Employees will feel more involved in banking problems in general. Regular exchange of analytical and forecasting materials can help the bank in managing operations, balance sheets, etc. Despite the fact that the departments are highly specialized, there is a relationship between their work, and additional information, for example, from the department foreign exchange transactions a change in the dollar exchange rate signals the credit department about a possible revision of loan rates in the near future.

The basis of banking work is qualified intellectual work, which ensures success in competition.

It is necessary to train, retrain and improve the qualifications of personnel in order to make the most effective use of this most valuable and important resource. To help the bank minimize the costs of advanced training and retraining of personnel and at the same time increase the efficiency of the internal bank training system, an option is proposed for training bank employees based on the use of opportunities distance learning. Along with traditional forms of training, banks need to use tele-training at workplaces equipped personal computers- TV learning.

The presence within one banking institution of sectors, departments, and divisions that are completely different in function and industry affiliation presupposes the use of appropriate motivation methods, personnel assessment systems, approaches and principles of bonuses and material rewards.

Strong labor motivation, on the one hand, is the key to the prosperity and development of the bank; and on the other hand, the factor of psychological stability of the employee at a fairly high level of productivity.

List of used literature

1. Yarygin S.V. Features of personnel management in a commercial bank (methodological and organizational foundations) - M., 1999.

2. Mazmanova B.G. Accounting policy and personnel incentives as support for the enterprise strategy - Management in Russia and abroad, No. 4, 2003.

3. Svirina I. Certification as a mechanism for assessing the level of qualifications of personnel - Personnel and Personnel Service, No. 10, 2006.

4. Accounting, taxes, banks – www.buhteach.ru

5. Accounting handbook. All about accounting and finance – www.korub-buh.ru

6. Corporate management - www.cfin.ru

7. Encyclopedia of Management – www.pragmatist.ru

Ivanovskaya L.A. Analysis of the implementation of the motivation function in Russian banks. Each banking institution has its own specific system of motivators. Moral factors represent a set of measures whose purpose is to ensure gender

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