RENATA STASIAK - BETLEJEWSKA*
the employer responsibility
in a contemporary banks
Abstract:
Contemporary banks put emphasis not only to the development and offered banks
services improvement, but above all they concentrate on one of their most
valuable assets, which workers are. Holding appropriate relations between the
employer and the worker is not only stimulating their mutual development, but
above all it is keeping up the atmosphere of the responsibility, which is
unusually important during providing bank services. In the article, a matter of
the employer responsibility with regard to workers in one of commercial banks
acting on the area of Poland, was discussed. One should emphasize that it is
bank, in which the majority
of shares belongs to the west capital.
Key words: the personnel policy, the
responsibility, the motivation system
1.
Introduction
We are standing out by our people - it
is one of principal passwords in one
of commercial banks activity in Poland, for its workers are one of the most
valuable assets. Thanks to the activity and the commitment, the knowledge and
the professionalism
of workers banks develop in all activity areas, and customers receive the more
and more wide scope of services, still their service is improved and
streamlined, and what equally important - value of the company grows for
shareholders. At the same time value of human resources is area, where the very
strong competition exists among enterprises, peculiarly on the area
of Poland, at the moment. Having it the awareness, banks carry on the personnel
policy, for which recruiting is a purpose, the maintenance and the development
of talented workers with competence connected with current and future needs. A
bonus system, which is stimulating the professional and personal development of
employed persons, placing the carrier footpaths adapted for the ability,
talents, the predisposition of workers, distinguishing and additionally
awarding competitions serve it best. The care of workers manifests itself with
considerable investments in human capital. They are it both expenses connected
with qualifications raising in the form of trainings of different kind,
postgraduate studies, but also expenses for social character - the health care,
extra pension insurance or the active leisure of workers. This way a personnel
policy is developing in the BRE Bank S.A., where German capital is dominating
[1, 2].
Human resources decide about the
success of every organization and human capital management is big with
challenge. The bank, owing to comprehensive program of the support for workers,
finished the difficult process of the restructuring successfully. The bank,
at the moment, is concentrating on effective motivating and developing its
qualifications
of workers in order to exploit their potential. The bank developed the number
of professional tools, which are aiding staff management. The personnel policy
of an analysed bank was designed in order to improve the tendency to bearing
responsibility (also social), to correct
the communication between workers and managers and to create favourable
conditions to pass onthe constructive criticism, influencing the development of
both workers and
the organization. A change of workers habits is a challenge, often divergent
with implemented solutions of modern staff management e.g. with oversimplifying
the hierarchy, the conception of customer manager and attitudes of the coach (coaching conception) instead of the
director. It is crucial element for handing the knowledge, experience, the
ability over and for planning the development and raising the level of the work
of the entire team [5].
2. Analysis of the BRE Bank S.A.
personnel policy
In
order to present the specificity of the BRE Bank personnel policy it one should
make characteristics of the bank employment. A development of the BRE Bank
employment, having begun from 2001, of the first full year of retail activity,
was presented in the fig. 1 [6].
Fig. 1. The employment level in the BRE Bank
S.A. in years: 2001 – 2006.
Source: own study.
As
it can be seen at fig. 1, the employment increase takes a place mainly in the
area
of the retail banking, in which a 49.9% of the crew worked in the end 2006 year
(42% expressed in jobs). The level of employment in BRE Bank S.A. took out
4 001 of persons in the end of 2006 year, what 3 320 full-time jobs constitute.
The difference results from the fact of employing the large group of persons,
peculiarly in retail banking area, in the partial dimension of the time. It
concerns especially partners and workers at partner institutions of the
MultiBank, who are employed in the BRE Bank S.A. for 1/10 time job. Rotation
(difference between the number of accepted and laid off to the average state
of the employment in the sequence of year) at the analysed bank amounted 11.23%
in 2006.
How
it results from fig. 2, majority of employed workers are women (62.6 %).
However women percentage in the management staff (from the administration,
deputy heads of departments, offices and units through managers of departments)
amounted to the 38.7%. Workers of the analysed bank, are young, in the majority
and theses young people constitute the 55% between 25 and 35 with year of the
life (fig. 3).
Workers
of the bank are also well educated, because 74% of the whole employed people
constitute workers with the higher education and this participation
systematically grows.
Fig. 2. The employment structure in BRE Bank
S.A. with regard to gender of workers in 2006 year.
Source: own study.
Fig. 3. The employment structure in BRE Bank
S.A. with regard to age of workers
in 2006 year.
Source: own study.
One of the most important element of the BRE Bank personnel strategy is
the salary policy. It plays the key role in the corporate culture shaping. The
salary policy is an essential tool for realization of mission in the BRE Bank
staff management, according to which
the bank is concentrating on workers with. The BRE Bank S.A. is aspiring for
achieving
the transparency of salary principles and shaping of recruiting conditions,
which are favourable of employment and
the retention of the best workers. The BRE Bank motivation system
constitue: the fundamental salary (base salary), the changeable salary (bonus
for scores), sale competitions, training funds, the package of workers'
benefits.
The salary policy of the BRE Bank S.A. is used for building the
competitive majority on the market by recruiting and supporting competent
workers, gifted for the realization
of ambitious bank purposes. The salary policy of the BRE Bank S.A. is standing
out relatively with the high participation of the bonus in the total salary.
Dense connecting of the total salary with financial results of the bank and
quality standards is improving motivation and
the activity of workers and the competitiveness of the bank by providing with
the high
of salaries at the simultaneous inspection of permanent personal costs.
The main principles of salary
policy in the BRE Bank S.A.:
-
salary of the worker consists of the fundamental and changeable part
(bonus),
-
the changeable salary depends on results of the individual unit, the
team and the bank,
this is the salary for achieving its goal objectives fixed in the annual
process of planning,
-
„Top Performers” means workers, who achieve the best results and the
best assessment according to the BRE Bank’s standards, would have the highest
salary on the market.
Moreover, an element of motivation is a program of option for shares -
for the crucial staff
of the bank. Making and overstepping quantitative objectives is being awarded
by the current bonus system of the BRE Bank S.A., in the connection with the
assessment of style results achievement and the corporate canon of the
essential value ROAD, as condition of
the bonus payment. A possibility of the influence of the worker on the own
bonus amount, through the realization of agreed problems and the high quality
of the own work, is the most important feature of this system [3]. The bank is
awarding to the both individual and team input of
the worker, the diversified system of scales of individual and team tasks. The
assessment of the step of the accomplishment of individual tasks and the
agreement of attitudes with
the corporate canon of value is being carried out in the route of the assessment
process.
Owing to announcing of transparent salary principles, worker
expectations and involving level are better managed. Costs of salaries in the
division into the base salary (resulting from the contract of employment) and
bonuses in years 2005 and 2006 were presented on fig. 4. In both years the
share of an motivation bonus amounted about
1/3 of salary costs.
Fig. 4. The structure of salary costs in BRE Bank in years: 2005 – 2006.
The
motivation system is additionally strengthened by competitions for workers.
These competitions have sale activating in determined groups of products, as
well as awarding of workers for proposing innovative ideas and the above
average commitment, as the purpose.
3. Training activity of
“responsible” employer
As
regards the sphere of the worker classification raising, the BRE Bank S.A. is
paying considerable attention on training activity, which is treated as a one
of crucial factors of the organization development [5, 6]. So that the development
and trainings of workers take place in the thought over and scheduled way, the
BRE Bank S.A. makes the Corporate Program
of the Development. This program is arising in the following way: workers
deliver the information about their aspiration and developmental needs at the
self-assessments stage, however managers contribute to their individual plans
of the development in the process
of the assessment, taking into consideration the peculiar competence
development to
the given position and needs in the scope of corporate canon of value (ROAD).
Different
trainings, both internal and organized by outside companies, are available for
every worker. Many persons, in the process of the work in BRE Bank S.A.,
supplement the university education (the part is finishing postgraduate
studies). The bank is concurring in financing costs of these studies. In 2006,
costs of studies were refunded for 40 persons. Starting from 2006, a program of
MBA studies was started (BREmba),
whose candidates are being appointed by open competition to. Workers, chosen by
this road of competition, about the high potential in the scope of their
knowledge and leadership abilities, undertook studies at the best colleges and
training centres in Poland and abroad.
Total
expenses of trainings at the Bank (internal, outside trainings, the
reimbursement of costs for studies and the reimbursement of costs for courses
in foreign languages) are introduced in
figures 5 and 6.
Fig. 5. Expenses for trainings in BRE Bank in
years: 2005 – 2006.
Source: own
study.
Fig. 6. Tranings costs per one Job in BRE Bank
S.A. in years: 2005 – 2006.
Source: own study.
Data
on the graph shows that 2006 brought the rise of funds allocated for trainings,
both in the total amount and in converting into the job. Training activity in
the BRE Bank S.A. is being conducted separately for a non - retail part of the
bank by the Department of Organization Development and separately a retail part
of the bank by the Human Resources Office of Retail Banking. Therefore the undermentioned
information was presented in such
an arrangement.
At
the non – retail bank part, the most time of trainings was constituted an
internal trainings (85% of trainings per person). The largest number of people
took part in trainings about the following subject matter [6]:
-
Bank account (workers of corporate units, 354 persons),
-
New rating system for corporate Customers (workers of the organizational
units connected with the service of corporate Customers, 173 persons),
-
Techniques of the sale with elements of the
negotiation (for
advisers, 137 persons),
-
Using financial reports in economic-financial
analysis for the borrower (analysts and advisers to corporate Customers, 134 persons).
Moreover,
different trainings took place, among others for the management staff,
concerning the Process of the Individual
Effectiveness in the scope of the task and the process assessment
management. As a part of internal trainings the Bank organized an intense
annual course of the English on the split level of the advancement, in the
school year 2006/2007. About 343 persons were provided with this training. The
preceded course was determining
the level of linguistic competence of the course participants through carrying
the linguistic TOEIC examination out. Outside trainings concerned MS mainly
Microsoft, of International Standards of the Bookkeeping, the New Basel
Agreement, the audit in the enterprise,
of the risk management in the organization.
In
the bank part of the retail banking, in the development and training area,
workers were led in the following basic directions [6]:
-
Knowledge Capital - raising workers competence in the area of
products knowledge
(at present time about 80% of trainings in this scope moved to the e – learning
platform),
-
Managers Competence Development – preparing managers for more and
more good
the team management. The program “Good leader” is for the best managers and
the special program “Leader in the Track” is for private – banking workers,
-
trainings
for management staff in the scope of standards connected with customer service quality,
-
strengthening
the organization culture learning through the expansion of the Learning Zone website (the increase of webside enter level with
regard to the last year - from 70 in December of 2006 to 187 enter webside
level per day in December 2007), with activating of webside called “Topic of
the month” (8 topics of the month), with employing workers for sharing the
knowledge,
-
language
trainings financed by the European Funds – 100 workers, e – learning platform
training implementing into process (112 of courses was realized by the using of
own resources in 2006).
Moreover,
120 persons took part in outside domestic trainings and 17 persons took part in
abroad trainings, in 2006 year. Starting the considerable number of trainings
on
the e – learning platform caused the
growth of the internal trainings number in retail banking (counted as training
events) for the 44% and the very strong height of the number trainings per
person, what one can see on fig. 7.
Fig. 7. The number of trainings per worker in
BRE Bank in years: 2005 – 2006.
Source: own study.
*/ for PBD (retail banking part), in 2006, connected with trainings
(made by the e-learning method), what
constitute 8 448 days of trainings (per worker) and 112 of trainings days
Taking
the number of trainings per person with regard to the average employment in
2006 for the retail banking spelt this 7.4 training to the person, from what
2.6 training with
the traditional method and 4.8 training by the e - learning method. At the retail banking part, 4.6 training with
traditional method is per one worker.
A Program of the Inheritance, is conducted in the Sector of the
Retail Banking since 2005, and its purpose is an identification, an assessment
and suggesting developmental-training programs for managerial posts. Program
“Leader in the Track – preparation” was carried out for heirs to positions of
the middle management level. The 80% of participants in the process of the
mentioned program realization or right after closing it already assumed
managerial posts.
“Good Leadering” it is an annual expansion
programme started in September of 2006 for 19 heirs to positions of
organizational units’ directors. It is unique program, of which supporting the
bosses is a crucial element. After finishing the edition his starting the
project is being planned for entire the BRE Bank S.A. Current experience is
pointing, that thanks to leading trainings for workers in three business lines
(the mBank, MultiBank and Private Banking) managed to correct the internal
communication and relations between lines and what's more to gain interesting
business solutions.
4. Summary
A
Corporate Canon of Value ROAD -
abbreviation for the most desirable characteristics of workers: the Excellence,
the Realization, the Responsibility, the Readiness, becoming involved, is
applying in the BRE Bank S.A. since 2005. It is set of desired attitudes and
behaviours of workers. These standards show workers essential principles for
the bank for applying in the own work, relations with partners, with business
partners and surroundings. Attitudes and behaviours, presented by workers,
resulting from the canon of corporate value lets the bank fuller using its
potential and achieving his goal in the long-term perspective [3.5]. According
to the personnel policy carried out of the BRE Bank S.A., the canon of
corporate means for workers: The Excellence (worker is aspiring to the
best results, incessantly he is getting the knowledge and abilities), The
Realization (worker is bringing tasks to a conclusion with the success,
effectively he is managing tasks, he has the business awareness, The Responsibility (worker is taking tasks to the property, he predicts and he
is taking the consequences of his operations, he is able to question the quo
status),
The Readiness (worker is ready to respond to a challenge, actively he is
cooperating with different members of the organization, effectively he is
supervising the level of one's energy, Becoming
involved (worker is active and determined, he influences on different, is
identifying himself with the bank.
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