Rybkina A. L.,
Rieznik M. A.
BANK STAFF AND ITS ROLE IN WORK OF A BANK
During
the time of economic reforms there was a noticeable inflow of labor force into
the financial and credit sphere, where commercial banks take a major place.
Currently, such a direction of bank management as personnel management is very
urgent, which is confirmed by both the foreign and domestic experience. The
study of the management practice in this sector of the economy shows that the
majority of domestic banks focused on such directions as financial management
and security assurance. Personnel as an object of management have not received
proper attention so far. The reasons behind this are determined by factors of quite
objective nature. Unlike their foreign counterparts, the heads of the Ukrainian
commercial banks don't give sufficient value to personnel management as a meaningful
element of the science of system management of bank activities. In the bank
work the attention to a person is getting more value than the equity of the
bank which has monetary evaluation in balance.
The
issues related to personnel management enhancement are studied by many foreign
and domestic scientists. In particular, Robert Kaplan and David Norton claim
that in strategic management the basic resource potential, human resources in
particular, is the application of the balanced scorecard system which helps to determine
each component of resource potential. The tendencies of human resource planning,
control and assessment of the staff are described in works by A. G. Alaverdov.
The
aim of this research is to develop theoretical and methodical bases of the use
of modern approaches for the efficiency evaluation of bank staff management and
to show the special features of their application in practical activities for
the purpose of effective management of bank staff.
One
specific feature of bank institutions is significance of human resources for
their successful functioning. Banks, as a rule, represent large organizations
with a big number of employees working there. Besides, financial and
information resources provide only temporary competitive advantage. The history
of development of banking can give many examples of the ruin of banks that owned
considerable financial resources, as well as a lot of examples of a rapid
take-off of small-scale banks. People, employees of a bank, were the
determining factor of their take-off and collapse. Therefore, we can say that
if the bank has effectively operating personnel, it will be able to raise
financial resources and receive necessary information, and such a bank
will prosper.
When
the system of personnel management is introduced in a particular bank, it is
necessary to take into account the specific character of banking activity in a certain
degree. It makes sense to perform the analysis of such specifics in two
directions at the same time – both particular features of the work in the
banking sector and requirements to the organization of management in it which arise
from the specifics of work.
The
work in a bank in the conditions of development of the market relations has
considerably complicated, it requires independent thought, initiative,
creativity, market thinking. The main features of work in the sphere of the credit
and financial relations are the following [1,136]: the narrow subject
specialization connected with the wide variety of banking services diversified
in their character; high qualification requirements for the absolute majority
of the directions of labor activity; the process of a labor activity is
predominantly of individual character; special requirements to the resource and
information provision of a job; the results are directly connected with
efficiency of information receipt; stressful type of work of a considerable
part of both the managing and executive personnel which results from the
specifics of the majority of banking activities.
Besides,
the organization of bank personnel management is influenced by more strict
requirements to business and personal qualities of employees [2,53]: it’s connected
with the individual nature of work; the need to keep bank secrecy and other
information; the need to take into account specific features of a transition
period.
Thus,
first of all, effective functioning of a system is hindered by a current state
of the labor market, as for both its resource saturation and undeveloped
infrastructure. For objective reasons the
offer of manpower in many necessary specialties, nonconventional for state
planned economy is very low in this market today. On the other hand, the structures
which provide a wide variety of additional services to the participants of this
market – specialized consulting firms, the centers of professional selection
and retraining, service centers of target employment, etc – are only on the
rise.
List of references:
1. Алавердо А. Р. Управление персоналом в коммерческом
банке / А. Р. Алавердо.
– М. : Соминтек, 2007. – 25 с.
2. Вартанян И. П. О работе с персоналом в коммерческом
банке / И. П. Вартанян // Деньги
и кредит. – 2008. – № 10. – С. 50–58.
.