Professional Documents
Culture Documents
T.Y.B.B.I
( V SEMESTER )
A PROJECT ON
HR PRACTICE IN BANK
ACADEMIC YEAR
2016 2017
BY
ROLL NO : 122
PROJECT GUIDE
1
DECLARATION
(Mr..Hardik Goyal)
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CERTIFICATE
Signature of Co-ordinator
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ACKNOWLEDGEMENT
I would like to thank principal of the college Dr. (Mrs.) Krushna Gandhi and
Co-ordinator Prof .Shweta Pandey for granting permission for this project. I
Pandey who guided me in the study of this project . It has indeed been a great
learning, experiencing and working under him during the course of the project.
I would like to thank the librarian of the college for helping me in finding out
the relevant material for my project. I would like to appreciate all my colleagues
and family members who gave me support and backing and always came
gratitude to all those who gave me the possibility to complete this thesis.
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HR
PRACTICE
IN BANK
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TABLE OF CONTENTS
EXECUTIVE SUMMARY...........................................................................7
INTRODUCTION.........................................................................................8
HR MANAGEMENT IN BANKING........................................................36
ROLE OF BANKS......................................................................................52
BIBLIOGRAPHY.......................................................................................66
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EXECUTIVE SUMMARY
The findings noted here from the 2003 Nolan Efficiency Ratio Benchmarking Study should
not be surprising to most bankers since the behavioral basis today is basically the same in
the top-performingbanks as it has been for decades. What makes the difference between the
top- performing retail banks and the average performers is the way they design and deploy
their resources to achieve sales and service goals for their customers. The numbers tell a story
over time. The comparative gap in efficiency ratio between the top performers, 27.1 percent,
and the average bank, 47.5 percent, is significant at 20.4 percent. Interestingly, of the 20.4
percent gap, the personnel cost gap is 10 percent and the other operating expenses is 10.4
percent. The ways people, processes and technology are designed, integrated and deployed
make the difference. The analysis conducted in the annual Nolanstudy of the top-
performing banks year after year shows that improvements are ongoing-thai is what makes a
single target elusive. The key to success is to understand that policy, process, technology and
deployment should be the source of your measures and the basis for your improvement
opportunities.
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INTRODUCTION TO HUMAN RESOURCES:
Human Resource Management is essential in all sectors and this project deals with human
resources in general and in the banking sector. Before discussing Human Resources in the
banking sector it is essential to understand the basic concept of human resources as well as
that of management.
The term human resources is variously defined in political economy and economics, where it
was traditionally called labor, one of three factors of production. Its use
Modern analysis emphasizes that human beings are not predictable commodity "resources"
with definitions totally controlled by contract, but are creative and social beings that make
contributions beyond "labor" to a society and to civilization. The broad term human
capital has evolved to contain the complexity of this term, and in macro-economics the term
"firm- specific human capital" has evolved to represent the original meaning of term "human
resources".
What is Management?
Management is concerned with the human beings whose behaviour is highly unpredictable.
Ever since people began forming groups to achieve as individuals. Managing has been
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Management does not perform specific jobs. It motivates other people to perform specific
responsibility for effective planning, policy making, fixation of targets and operative
Management is concerned with actually directing and guiding the operations to achieve
business objectives. It uses human efforts to reach the predetermined goals. Regulation.
Control and evaluation of human efforts in the direction of achieving the given objectives are
physical and human resources to carry on planned activities and control performance in order
to ensure that what is done is what is expected. Management is applicable to both profit-
Nature of Management
(1). Management as an economic resource: Historically, land and capital were treated as
sources of production. Now along with land and capital, labour and management are given
resources. It facilitates effective use of other resources for achieving specific objectives.
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(2). Management as a system of authority: A manager is given specific duties and also the
authority. He has to achieve certain results with the participation of others. He has to get the
work done through the others. A manager can achieve results through delegated authority as
activity. Managers have to guide and motivate their subordinates. Management is an activity
of a group. Results will not be achieved only by the managers but also bt the cooperation and
participation of subordinates.
Management is a process and not merely a body of individuals. Those who perform this
process are called managers. The managers exercise leadership by assuming authority and
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(2). Management is a social process:
Management takes place through people. A managers job is to get the things done with the
support and cooperation of subordinates. It is this human element which gives management
Management is not an isolated activity but it is an activity of a group. It aims at using group
Managers are working at different levels but their functions are identical. This indicates that
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(5). Management is innovative:
Management techniques are dynamic and innovative. Such techniques are adjusted as per the
requirements of the situations. Another manager need not repeat the decisions of one
manager. Similarly, a manager has to change his decisions under different situations.
(1). Direction and control of group efforts: In business, many persons work together. They
need proper direction, guidance and even motivation for raising their efficiency. In the
absence of guidance, people will work as per their desire and the orderly working of
enterprise will not be possible. Management is needed for guiding employees in the right
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(3). Performance of basic managerial functions: Planning, organizing, coordinating and
controlling are the basic functions of management. Management is needed as these functions
(5). Motivation of employees: Management is needed for motivating employees and also for
(6). Success and stability of the business enterprise: Efficient management is needed for
Importance of Management
highly competitive and needs efficient and capable management. It is through management
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that business activities are organized and conducted efficiently. Following are few of the
(1). Optimum use of resources: Management facilities optimum utilization of human and
(3). Motivates employees: It motivates employees to take more interest and initiative in the
work assigned and contribute for raising productivity and profitability of the enterprise.
4). Expansion of business: Expansion, growth and diversification of a business unit are
enterprise.
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(5). Reduces turnover and absenteeism: It reduces labour turnover and absenteeism and
In any organization, managing personnel is the process of making sure the employees (not the
customers) are as productive as they can be. This can include hiring, firing, or transferring
This subject is a major at many universities, or a minor in the business school. It is also
A business unit needs employees to look after different activities. This is called manpower or
human resource. Such human resource needs to be developed fully so that it will make
positive contribution for the progress and prosperity of a business unit. For this systematic
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development and management of human resources is necessary. Human Resource
(a)Training
(b)Self-development
(c)Promotions
HRM is an organized learning experience aimed at matching the organizational need for
career growth and development. It is a process involving series of learning activities designed
HRM is a continuous process and it needs money. Such investment creates a team of
efficient, skilled and trained manpower which brings success and stability to a business unit.
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HRM is basically concerned with the upgrading of manpower working in an
(2). Stress on Training: HRM includes various schemes arranged for providing education,
guidance, training and opportunities to learn and develop employees of all categories and
development and possible through HRM programmes. These are the core areas of HRM.
Career development is possible through joining training courses, reading books and
periodicals. Learning and career development raise the capacity of employees to work at
highest levels. They are given higher positions with monetary benefits.
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(4). Organizational Development: HRM includes organizational development, which
elimination of conflicts of different types and creation of orderly atmosphere in the whole
organization.
(5). Team Spirit: HRM is basically for developing team spirit in the whole organization. For
this, departments and levels of management are properly integrated. Team spirit facilitates
(6). Huge spending by Management: All companies invest huge money on HRM activities
but such expenditure is absolutely essential for survival in the present competitive business
world. HRM programmes create matured, skilled and efficient manpower, which is a valuable
adequately.
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(8). Continuous Activity: HRM is rightly treated as a continuous activity due to new
developments taking place regularly in the business world. For this, on the job and off the job
(9). Wide Scope: The scope of HRM programmes is very vast. It ismulti-disciplinary in
character. Training and guidance are given on different aspects of business management to
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(1). To create stable labour force: HRM programmes are needed in order to create stable,
efficient, skilled and matured manpower required by an enterprise for the present and future
period.
(2). To update the quality of manpower: HRM activities are needed for updating the
quality of manpower as per the growing and changing needs of an enterprise. This avoids
managerial obsolescence. Even the vacancies at higher levels can be filled in internally due to
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HRM programmes as they provide training and opportunities of self- development to
(3). To develop strength for survival: HRM programmes are necessary for survival in the
present competitive marketing environment. An enterprise can face market competition only
by improvimg quality, reducing costs and avoiding wastages. All this is possible through
HRM.
(4). To face challenges of technological changes: Technological changes are taking place
rapidly in every area of business. HRM programmes are needed in order to absorb
technological changes taking place with speed. In fact, introduction of new technology,
computers, automation, etc. will not be possible unless training is provided to the manpower.
(5). To satisfy the demand of self-development of employees: HRM is needed to meet the
Employees demend, training facilities, refresher courses, promotions and transfers, career
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guidance, etc. for their self-development. HRM programmes are needed to fulfill self-
(6). To meet future manpower needs: HRM is needed to meet the future manpower needs
of the organization. Executives, managers, supervisors leave the job or retire due to age
factor. Competent juniors must take their positions. HRM is needed in order to keep ready a
(7). To facilitate expansion and diversification: HRM activities are needed to meet the
at the enterprise level. Attention should be given to HRM much before the introduction of
expansion programme.
(8). To utilize production capacity fully: HRM is needed in order to use the available
production capacity to the optimum level. It provides skilled manpower for this purpose.
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SCOPE OF HUMAN RESOURCE MANAGEMENT:
(1)Training: Training is an essential element of HRM. This develops skills and capacity to
work at higher levels and positions. Training is possible by different methods. It is useful
employee and to guide him to improve his performance. An employee is told about his
strengths and weaknesses and assistance is given to remove weaknesses and make the plus
points more strong. This technique is useful for building a team of capable employees and is
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(3). Potential Appraisal: It relates to the study of capabilities of employees. It is useful for
useful for developing their special qualities, which can be used fruitfully along with the
(4). Career planning and development: Under HRM employees should be given guidance
for their self- development and career development. The opportunities likely to develop in the
organization should be brought to their notice. They should be motivated for self-
development, which is useful to the organization in the long run. Superiors are supposed to
provide information and guidance to their juniors in this regard. Career development is an
(5). Employees welfare: Employees welfare is within the scope of HRM. Welfare facilities
are useful for creating efficient and satisfied labour force. Such facilities raise the morale of
employees. Employees welfare include the provision of medical and recreation facilities,
subsidized canteen, free transport and medical insurance. Such facilities support training and
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(6). Rewards and incentives: HRM includes provision of rewards and incentives to
employees to encourage them to learn, to grow and to develop new qualities, skills and
experiences which will be useful in the near future. Reward is an appreciation of good work.
It may be in the form of promotion, higher salary or higher status. Rewards and incentives
throughout the organization. It also keeps plans ready to deal with problems like absenteeism,
(8). Quality of work life: Quality of work life depends on sound relations between
employers and employees. A forward looking policy on employee benefits like job security,
long way in improving the quality of work life helps employees to strike an identity with the
organization.
(9). Human resource information system: Such system acts as an information bank and
facilities human resource planning and development in a proper manner. It facilitates quick
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decision making in regard to HRM. Every organization has to introduce such system for
technology. It merges HRM as a discipline and in particular its basic HR activities and
processes with the information technology field, whereas the planning and programming of
data processing systems evolved into standardised routines and packages of enterprise
resource planning (ERP) software. On the whole, these ERP systems have their origin on
software that integrates information from different applications into one universal database.
The linkage of its financial and human resource modules through one database is the most
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The HR function's reality
All in all, the HR function is still to a large degree administrative and common to all
and payroll processes. Efficient and effective management of the "Human Capital" Pool
(HCP) has become an increasingly imperative and complex activity to all HR professionals.
The HR function consists of tracking innumerable data points on each employee, from
personal histories, data, skills, capabilities, experiences to payroll records. To reduce the
rely on internal or external IT professionals to develop and maintain their Human Resource
Management Systems (HRMS). Before the "client-server" architecture evolved in the late
1980s, every single HR automation process came largely in form of mainframe computers
that could handle large amounts of data transactions. In consequence of the high capital
HRMS were limited to medium to large organisations being able to afford internal IT
capabilities. The advent of client-server HRMS authorised HR executives for the first time to
take responsibility and ownership of their systems. These client-server HRMS are
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The payroll model: automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic paycheques and
employee tax reports. Data is generally fed from the human resources and time keeping
modules to calculate automatic deposit and manual cheque writing capabilities. Sophisticated
HCM systems can set up accounts payable transactions from employee deduction or produce
garnishment cheques. The payroll module sends accounting information to the general ledger
The time and labour management module: applies new technology and methods (time
collection devices) to cost effectively gather and evaluate employee time/work information.
The most advanced modules provide broad flexibility in data collection methods, as well as
labour distribution capabilities and data analysis features. This module is a key ingredient to
The benefit administration model: permits HR professionals to easily administer and track
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The HR management module: is a component covering all other HR aspects from
application to retirement. The system records basic demographic and address data, selection,
records and other related activities. Leading edge systems provide the ability to "read"
applications and enter relevant data to applicable database fields, notify employers and
Typically, HRMS/HCM technology replaces the four core HR activities by streamlining them
workflow vehicle, the HRMS/HCM technology can convert these into web-based HRMS
components of the ERP system and permit to reduce transaction costs, leading to greater HR
activities shift away from paper based processes to using self-service functionalities that
benefit employees, managers and HR professionals alike. Costly and time consuming HR
enrolment, enrolment in training classes (employee side) and to instruct a personnel action,
authorise access to information for employees (manager's side) are being individually
administrative HR activities and can apply freed time and resources to concentrate on
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THE TWO THEORIES WHICH SUPPORT HUMAN RESOURCE
MANAGEMENT.
McGregor at the MIT Sloan School of Management in the 1960s that have been used
They describe two very different attitudes toward workforce motivation. McGregor felt that
Theory X
In this theory management assumes employees are inherently lazy and will avoid work if they
can. Because of this workers need to be closely supervised and comprehensive systems of
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controls developed. An hierarchical structure is needed with narrow span of control at each
level. According to this theory employees will show little ambition without an enticing
According to McGregor, most managers (in the 1960s) tend to subscribe to Theory X, in that
they take a rather pessimistic view of their employees. A Theory X manager believes that his
or her employees do not really want to work, that they would rather avoid responsibility and
that it is the manager's job to structure the work and energize the employee. The result of this
line of thought is that Theory X managers naturally adopt a more authoritarianstyle based on
Theory Y
In this theory management assumes employees are ambitious, self- motivated, anxious to
employees enjoy their mental and physical work activities. It is also believed that employees
have the desire to be imaginative and creative in their jobs if they are given a chance. There is
an opportunity for greater productivity by giving employees the freedom to be their best.
A Theory Y manager believes that, given the right conditions, most people will want to do
well at work and that there is a pool of unused creativity in the workforce. They believe that
the satisfaction of doing a good job is a strong motivation in and of itself. A Theory Y
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manager will try to remove the barriers that prevent workers from fully actualizing their
potential.
hierarchy into "lower order" (Theory X) needs and "higher order" (Theory Y) needs. He
suggested that management could use either set of needs to motivate employees but that
Intolerant
Elitist
Short temper
Shouts
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Issues instructions, directions, edicts
One-way communicator
Poor listener
Anti-social
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Seeks to apportion blame instead of focusing on learning from the experience and preventing
recurrence
Takes criticism badly and likely to retaliate if from below or peer group
Unhappy
Working for an X Theory boss isn't easy - some extreme X theory managers can be extremely
unpleasant - but there are ways of managing these people upwards. Avoiding confrontation
(unless you are genuinely being bullied) and delivering results are the key tactics.
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Theory X managers (or indeed theory Y managers displaying theory X behaviour) are
primarily results oriented - so orientate your own discussions and dealings with them around
Theory X managers are facts and figures oriented - so cut out the incidentals, be able to
measure and substantiate anything you say and do for them, especially reporting on results
and activities.
Theory X managers generally don't understand or have an interest in the human issues, so
don't try to appeal to their sense ofhumanity or morality. Set your own objectives to meet
their organisational aims and agree these with the managers; be seen to be self-starting, self-
motivating, self- disciplined and well-organised- the more the X theory manager sees you are
managing yourself and producing results, the less they'll feel the need to do it for you.
Always deliver your commitments and promises. If you are given an unrealistic task and/or
deadline, state the reasons why it's not realistic, but be very sure of your ground, don't be
negative; be constructive as to how the overall aim can be achieved in a way that you know
you can deliver. Stand up for yourself, but constructively - avoid confrontation. Never
threaten or go over their heads if you are dissatisfied or you'll be in big trouble afterwards and
If an X theory boss tells you how to do things in ways that are not comfortable or right for
you, then don't question the process, simply confirm the end-result that is required, and check
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that it's okay to 'streamline the process' or 'get things done more efficiently' if the chance
arises - they'll normally agree to this, which effectively gives you control over the 'how',
provided you deliver the 'what' and 'when'. And this is really the essence of managing
upwards X theory managers - focus and get agreement on the results and deadlines - if you
consistently deliver, you'll increasingly be given more leeway on how you go about the tasks,
which amounts to more freedom. Be aware also that many X theory managers are forced to
be X theory by the short-term demands of the organisation and their own superiors - an X
theory manager is usually someone with their own problems, so try not to give them any
more.
Criticisms
Today the theories are seldom used. They are thought to express extreme positions that are
not realistic. Most employees fall somewhere in between these extremes and the theories are
of little help in everyday human resource management decisions. However Theory X and
Theory Y are still important terms in the field of management and motivation. Recent studies
have questioned the rigidity of the model, but McGregor's X-Y Theory remains a guiding
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HUMAN RESOURCE MANAGEMENT IN BANKING
What is a Bank?
The word bank is derived from the Italian banca, which is derived from German
language and means bench. The terms bankrupt and "broke" are similarly derived from banca
rotta, which refers to an out of business bank, having its bench physically broken. Money
lenders in Northern Italy originally did business in open areas, or big open rooms, with each
The essential function of a bank is to provide services related to the storing of deposits and
the extending of credit. The evolution of banking dates back to the earliest writing, and
continues in the present where a bank is a financial institution that provides banking and
other financialservices. Currently the term bank is generally understood as an institution that
holds a banking license. Banking licenses are granted byfinancial supervision authorities and
accepting deposits and makingloans. There are also financial institutions that provide certain
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banking services without meeting the legal definition of a bank, a so callednon-bank. Banks
Human resource management (HRM) has long been overlooked in the corporate sector in the
country where a small section, comprising mostly the multi-national companies was
With the growing realization of proper HRM in the corporate sector, it has grown into an
important activity. Now the head of HRM is an important member of the senior teams of any
thriving business.
Although the idea is new for many local businesses where entrepreneurs are at the beginning
of the learning curve yet in reality the theme is getting support from the organized
entrepreneurs.
The banking sector has grown from a few institutions primarily involved in deposit
acceptance and trade finance into a complex multi player markets where large number of
commercial banks, financial institutions and specialized banks are operating with various
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The banking has become a complex activity within the financial market linked directly and
indirectly with an over-all national growth and its impact as an integral part of regional
Almost every bank and financial institution is involved in various functions in a day's job and
thus requires a highly effective team and appropriate manpower to run the show. Corporate
goals are translated into viable realities and profits only with human element who play their
Thus even the high automation would require proper man behind the machine to make things
happen. This idea has been realized by top managements in progressive banks.
Like many other organized sectors, banking requires a multi layer manpower for its various
requirements of professionals and support staff. The range may require reasonably educated
security guards on the one end and a highly educated and trained professional as head of
With liberalization of activities within the banking sector, for example, more emphasis on
consumer and house finance and personal loans, etc. banking has turned itself into a
more market-based business where banks have expanded their reach more to customers' door
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steps in a big way making banking more practical. This has further highlighted the need for
For many years, HRM banks like other institutions have been handling this sensitive activity
through respective personnel departments. This means human resources were managed like
other physical assets e.g. pieces of furniture, calculators, equipment and appliances.
Personnel departments were primarily engaged in approval of leaves, handling of staff loans,
issuance of show cause, conducting disciplinary enquiries and termination from service.
Recruitment was a routine function and was done in a mechanical way to hire people with
Success stories of large banking companies have been evident of the fact that HRM is quite
different from management of physical assets. Human brain has its own peculiar chemistry.
Its strong sensory and decision-making capacity has to be greatly emphasized by the
employers. The work force constituting all levels of employees are constantly thinking in
many dimensions.
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On the one hand it is the assigned duty and task they are to perform and for which they are
paid by their employer, on the other they think of their long run goals and objectives.
By no means, their brains can be controlled to think beyond the current situation of
employment. Managing this educated, skillful and trustworthy work force is not an easy job.
A few of the current challenges faced by the banking industry in terms of human resource
A time-consuming and hectic job is to hunt the right talent. Its just sitting by the river and
waiting for the right fish to catch. Higher the professional value of the vacancy, tougher is the
search. Identifying the right stuff followed by negotiation is the element which makes the job
tough for the employer. Banks are keenly interested to fill up two types of breads of
professionals. Ones who are outstanding professionals with high job hopping attitude - these
are those who come in - work for some time and then leave for better prospects. Others are
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those who are keenly picked-up, trained and are some how retained to be developed as future
management within the bank. Management trainees are a growing popular phenomenon
where freshly qualified business graduates are engaged by banks and a certain percentage of
these well equipped professionals stay back within the organization to grow into the footsteps
of senior managers.
Banking jobs being apparently lucrative for many, attract a large number of candidates
against advertised vacancies in media creating a large data base management problem. This
has been facilitated by specialised hiring agencies who may take up the job of hiring in case
The most difficult agenda of HRM across the banking sector is to retain the right people.
Sudden growth of retail banking and other services has put pressure on HR mangers in banks
to engage more professionals within shorter span of time thereby attracting manpower in
other banks on attractive packages has made the job market very competing. A bank in a
normal course invests time and money to hire and train the appropriate work force for its own
operations. This ready-made force is often identified and subsequently picked-up on better
terms by others.
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(3). Compensation: How much to pay to the right employee and how much to the
outstanding performer. Banks have traditionally followed pay scales with predetermined
increments, salary slabs, bonuses and time-based fringe benefits like car and house advance,
The situation is not the same anymore. An increment of Rs500-800per annum is no more a
source of attraction for a professional anymore. A basic pay with traditional formulas of
linkage with medical and other facilities has no soothing effect today.
A promise of future growth, learning culture and corporate loyalty is out of dictionary and
does not mean anything to this energetic and competent performer today.
A waiting period of 3-4 years in each cadre haunts the incumbents who strongly believe in
immediate compensation. There are examples to this. Thanks to the car financing modalities
A freshly hired professional requires a brand new car or car loan on resuming office quite
contrary to his previous breed of bankers who would wait for the job seniority to qualify for a
car loan.
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Everybody in the bank wants to work in the preferential department, preferential location,
city of his own choice and boss of his liking. An administrative deviation from any of these
Although hiring is normally based on regional requirement matching the area of activity with
that of employee's nativity yet other elements like appointment in the department of choice
and preference makes the job of HR manager quite challenging. What the HR manger cannot
afford is the dissatisfied employee who not only disrupts the smooth working himself but also
(5). Morale boosting: What has long been overlooked is the morale boosting of the
employees by the organizations. Human beings even if satisfied of material well being need
Smart banks have realized this need and have taken steps to keep their work force motivated
through proper encouragement like man of the month awards, repeat get-
togethers, conferences, sports events, dinners, company sponsored travel, reunions, etc. This
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AN EXTRACT FROM A LECTURE ORGANIZED BY THE ACADEMY
Following is an extract from a lecture given by Milos Tucakovic who is the Head of the
Personnel and Training Division at the Hyatt Regency Hotel in Belgrade. This lecture
was held in NBS and it was organized by the Academy of Banking and Finance.
Milos Tucakovic, the Head of the Personnel and Training Division at the Hyatt Regency
Hotel in Belgrade, was the guest lecturer at the round table of HR managers in the banking
sector, held in NBS and organized by Academy of Banking and Finance. Mr. Tucakovic
presented his experience in managing human resources in the 5-star hotel, 51 percent owned
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division managers from Serbias commercial banks and the central bank. Adaptation of world
standards to domestic conditions and local culture, main corporate culture values and
personnel quality standards required in this prestigious hotel were only some of the issues
industry, raised some new questions for banking sectors HR division managers who
displayed interest in evaluating other managers experiences and possibly applying them in
their future work. HR Manager, Milos Tucakovic, pointed out that the specific advantage of
his hotels forming part of a world chain of luxury hotels provides an opportunity for
abroad. The management of the Hyatt Regency Belgrade Hotel tends to recruit its
management personnel from the ranks of its own employees whose characteristics, work,
performance and professional training demonstrate that they are ready to accept new
challenges. Aside from divisional training, intended for facilitating the performance of
specific tasks, all employees attend a compulsory training programme in the course of which
they become acquainted with the company and the hotel, hygiene and general work safety
Since the Hyatt Regency Belgrade was one of the first companies in this region to invest in
personnel selection and training in the modern sense, it was interesting to learn about the
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Main characteristics required in all employees are energy, adaptability, communicativeness,
addition to the foregoing, managers are required to have the following skills: ability to
implement changes, to make decisions, to plan and view things in the long-term, to motivate
others, develop their staff, organize work, be acquainted with the market and the business
environment, have the ability to solve problems and be acquainted with the company
The management and the owners of the Hyatt Regency Belgrade Hotel believe that training is
a type of employee benefit; hence, in addition to various forms of training, the hotel also
The high level of services and business practice for which the Hyatt chain of hotels is
institution, which practically means the unannounced visit by a phantom guest, as this
visitor is called in the Hyatt. This guest, whose identity and time of coming is not known, is a
person from the company who conducts an unannounced check of compliance with
standards.
It should also be noted that commendations by guests are taken into account when evaluating
employees, but with a view to providing an equal opportunity for all employees, there are
always two employee recognition lists: one encompassing front-office personnel, who are in
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direct contact with guests, and the other one including back-office personnel whose work is
Managers
The newly founded Academy of Banking and Finance has organized the first in the series
of planned round tables for HR managers working in the banking industry. The meeting took
banks. The HR Managers were welcomed by Mr. Wolfgang Rautenberg, Senior Adviser in
the NBS, and Aleksandara Lujic and Jasmina Milosevic from the NBS. Mr. Rautenberg said
that the Academy, as a joint venture of the National Bank, commercial banks and the
Association of Serbian Banks, would particularly assist in creating a joint strategy for the
development of human resources in this field, and would also facilitate daily work for the
managers taking care of the employees in the banking and finance industry.
Mr. Rautenberg explained that the training to be offered to commercial banks would
primarily insist on the English language as the language of banking, on adequate computer
literacy, communication skills and specific banking knowledge. The topics to be focused on
within banking education would comprise basics of international banking and finance,
interdependencies between the central bank and commercial banks, relations with
international institutions and modern banking systems. In addition, special attention would be
devoted to retail, corporate and investment banking, as well as mortgages and insurance
business.
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Besides satisfaction of eventually meeting their colleagues from other banks, HR managers
resources and in education of employees in the banking industry. They also stressed the need
to find out more about evaluating staff performance, efforts and availabilities and about
motivation and stimulation systems in business environment. The other topics of their
concern included the most reliable headhunting criteria, i.e. choice of new professionals for
the bank, but also the most desirable ways of parting with employees who failed to meet the
expectations or had to be made redundant. The need for general managers to increase their
awareness of the significance of HR operations and investments in human capital was singled
Mr. Rautenberg also emphasized the importance of training for managers, especially with
presentation skills. It is up to you to change the image of the HR sector into what it really is
and that is much more than just administration, as it is often mistakenly thought Mr.
Managers
representatives of commercial banks, was held today by the Academy of Banking and
Finance in the NBS Villa in Topcider. Nebojsa Janicijevic, Professor at the Faculty of
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Economics, gave a presentation on Contemporary Human Resources Management,
discussing the importance, organization, place and role of the human resources management
In the course of the discussion, the participants in the roundtable emphasized that the
fundamental problem they face in their organizations on a daily basis is how to retain young
qualified personnel.
this field, Professor Janicijevic pointed out that a basic precondition for an efficient human
organizational unit.
To manage human resources means to systematically attract, use and develop personnel with
a view to realizing the objectives of the organization, Professor Janicijevic pointed out in the
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ARTICLE ON CASE STUDY- WESTPAC BANKING CORPORATION.
At the July meeting of the Making Mentoring Connections Network, a case study of the
pilot mentoring program in the Westpac Banking Corporation was presented by Niki
Kesoglou, Human Resource Manager of Westpac's Policy, Projects & Diversity Department.
Westpac's mentoring was born out of a need, expressed at focus groups of managers and
executive managers, to examine career progression and to retain high potential people
both from people wanting to be mentors and also from hopeful mentorees. The limited, trial
nature of the pilot meant that some people had to be turned away, but they were given
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assurances they would be considered for involvement in such a program when it
goes company-wide. The pilot included 18 mentors (12 males, 6 females) and 14 mentorees
(6 males, 8 females).
Bio-data sheets were issued and participants took part in mentoring skills workshops. These
Westpac's program was feedback-intensive. The breakfast, and also a mid- point follow-
up workshop with both mentors and mentorees, provided opportunities for checking reactions
and progress.
On-going verbal and written guidance was offered by the project manager and coordinator.
Every effort was made to stay in telephone contact with all participants, and their comments
and input acted upon. Three sets of evaluation questionnaires (at six weeks, mid-point and
Westpac encountered some unwillingness on the part of some mentors to attend training.
Their attitude seemed to be, "I already have communication skills - that's why I'm a mentor."
Many satisfying outcomes of the pilot program have been observed. Although the Westpac
culture generally exhibits little gender bias, it was agreed that the program helped improve
Initial career progression indications are positive with a rise noted in the number of internal
job applications by participants, and this will need to be tracked over time.
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Mentoring relationships which cross functional areas have assisted in breaking down barriers.
ROLE OF BANKS
The key performance numbers that retail bank management rely on to run their franchise
effectively are shifting along with wholesale changes in technology, delivery channel choices,
Managing branch effectiveness has been an elusive target for many banks due to changing
objectives, shifting resources, and varying tools that individual bank managers use to react to
the marketplace. The traditional measures of performance that branch management has relied
upon in the past are becoming invalid since they are indicators of an obsolete environment. In
cases where solid management information is not available, banks manage primarily by
The important issues taken from this discussion are that retail management is searching for
some solid ground in making management decisions, and that they do not necessarily trust
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In recent years, shifts such as the development of alternative delivery channels, customer
segmentation and the resulting targeted marketing campaigns, a younger more electronic-
minded customer base, and the adoption of end-to-end processing in new business to simplify
sales transactions have influenced retail management. Projections showed that these factors
would lessen the reliance on the traditional branch system to support and deliver retail
and low-value service customers to contact centers, banks would gain control of the most
profitable customers. Interestingly enough, a recent Gallup Poll (April 14 to 16, 2003) finds
that 83 percent of Americans still visited their branch bank atleast once a month on average
over the past year. Bank changes to products, service offerings, and their approach to
customer segments in general, have yet to significantly impact (deflect) customer behaviors.
The primary responsibility of retail bank managers is to meet the service expectations of
customers.
While each bank's key management numbers are unique to its conditions, an examination of
what is changing in the industry to gain competitive perspective is valuable. The Robert E.
Nolan Company conducts an annual Efficiency Ratio Benchmarking Study. The results
provide an excellent starting point in establishing directional shifts. The study examines
differences between high-performing banks and average banks by each line of business. The
2003 study includes data from 36 banks, thrifts and credit unions with assets between $ 1 and
$5 billion.
The retail branch Efficiency Ratio is currently 27.1 percent for the top-tierperformers and
47.5 percent for the average of all 36 participants. The efficiency ratio is a common banking
ratio which measures the cost to generate a dollar of revenue. It is important to understand the
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essential factors that make a difference and try to put them into perspective. The differential
is significant between the top performers and the average banks, but we must comment that a
high efficiency ratio by itself for any given bank should not be viewed as an indictment of the
retail management of that bank. It is often, simply, a function of the work processes, systems,
policies, incentives, and marketing programs that the bank has chosen to employ. We will
examine the drivers beneath the key numbers to shed some light on what the new numbers
mean.
TECHNOLOGY
in retail delivery. The methods differ, depending on the bank management's mindset toward
the purpose of the software and its valued place in the new business or service delivery
processes.
Some banks are convinced that the software developers have had to consider the effectiveness
issues in their design, and see little value in starting with process redesign. In those cases, the
technology decision starts with a traditional approach to define business requirements leading
to software selection and then implementation. Technology vendors prefer to install their
software in the easiest and most operationally effective way possible. Vendors have become
very effective in making this case. Banks have opted to design the technology
implementation process around meeting the customers' needs and limiting the work effort
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Most banks do not have an integrated technology solution. Often in isolation, the "owners" of
an element of the process make the system choices for the pieces of technology they require.
For example, the loan accounting system is often in the hands of loan operations and the
credit division usually makes the credit system decisions. Branch administration may decide
on the document preparation system. Human Resources will drive the incentive system, but
sales and marketing management develop it. The contact management system and the CRM
are often the purview of marketing. Individual system owners most often do not want to
complicate the decision to acquire and install "their system" by including total integration of
environments.
Further, technology is not often applied to simple processes that could reduce errors, cost and
time. Retail banks sell 65 to 80 percent of their new products to existing customers. Keeping
this in full view, the new business process should allow the existing core systems to populate
the appropriate customer data whenever a customer opens a new product or service.
required data elements and support systems. Independent surveys conducted by the Robert E.
Nolan Company reveal that many banks have this objective; but, to date, very few have
accomplished the connectivity in an efficient or effective manner. The few banks that are
integrated have lower time to close, lower cost, and better quality of data elements. This
advantage will certainly impact the amount of work that a CSR (Customer Service
most recent Nolan Efficiency Ratio Benchmarking Study (analysis completed july 2003)
reveals that there is no correlation between a particular software system and higher retail
performance. The study examined top-tier performers by line of business, asset size, and type
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of organization, without noting any significance related to performance and system use. The
conclusion is that performance is more highly correlated to the process design and integration
of data systems.
TELLER EFFECTIVENESS
Industry data is best used as directional information, not as a true measure of what individual
banks need to achieve to realize high performance. Teller effectiveness is an area where
banks have gone through cycles over the past 20 years. In the 1980s, the operational focus
was on security factors, including balancing. Many banks fired tellers for being out of
balance. Those banks designed their transactions to include redundant steps to help measure
and track the balancing process, including triple counting the cash back to customers, and a
practice called "backing" deposit slips and/or withdrawal slips. Backing referred to writing
the exact currencies transferred on the back of the slip to potentially simplify the balancing
process later in the day (for example, ten 20s, five 10s, two 5s and five Is = $265. 00). In
these banks, the importance was on transaction accuracy. The audit department often imposed
security into the processing steps without regard to timeliness and the service impact on
customers.
Top-tier performing banks examined the value of each element of transaction processing and
found that the work expended in triple counting and backing added 20 percent or more to the
transaction time. They conclude that this work is not cost beneficial. The following statistics
from the 2003 Nolan Efficiency Ratio Benchmarking Study show the range of teller
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The data demonstrates that high-performing banks handle 13 percent more transactions per
month than average banks. The relative cost per transaction is 35 percent higher in the
average banks than the high- performing banks. Although banks need these statistics to look
at teller performance, a directional view is required. Each bank places differing process and
security time burdens on the teller position. Transaction effectiveness is a significant factor,
Teller performance variables can include: the impact on training; the teller turnover rate; the
actual teller performance; the opportunity to perform at a high rate related to staffing and
scheduling; the use of part-time tellers and teller pools that can support multiple branches due
to illnesses and vacations; the customer base being serviced; communications; and, the sales
Wide variances exist in the time and effort banks put into teller training. Some banks provide
no formal training but have tellers work with a "teller trainer" in the branch to learn the
policies, procedures and systems. In these cases, the trainer will influence the procedure with
their individual biases and not necessarily the bank's standard practices. Some banks institute
a three-week formal training process where tellers learn about the bank's commitment to
customers and how it supports the bank's strategy. They train individual transactions in a
uniform and controlled way and then, in week four, assign them a branch teller monitor to
assist in getting started. The cost of effective training appears high on the surface; but, when
management considers that more tellers interact with customers daily than any other position
in the bank, it follows that service and transaction training is essential to high performance.
Effective training can cut errors and help to ensure that the speed of processing is elevated
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The annualized teller turnover rate is typically one of the highest areas in a bank, ranging
from the mid teens in some banks to over 100 percent in others. The national average is 33 to
35 percent. The teller turnover rate is generally lower in a down economy. Banks that seem to
have lower rates of turnover often have practices in place to reward high performance.
Recruiting appropriate personnel from the branch location often helps in keeping tellers with
Not many banks are equipped to measure the actual teller performance or even relative
performance within a branch or from branch to branch. One of the reasons is that teller
opportunities to perform are not equal. A drive- up teller will usually handle more
transactions per hour due to handling two customers at a time and a limit on transaction
types. Within the branch, the teller at the head of the queue will service every customer in
slow periods, where a teller at either end of the teller line will not have as many
opportunities. To analyze real teller performance, the bank would need sophisticated
modeling to calculate customer arrivals during the tellers' working hours along with
customers in line to determine teller opportunity. The teller position is a "customer demand"
work environment and while management sometimes uses fill-in work to help the utilization,
Hundreds of teller staffing and scheduling models are available in the marketplace, but
currently there are three that have the features necessary to model both teller and CSR
positions effectively. all three have the modeling capabilities and report generation necessary
to be effective with a diverse set of branch locations. GMT, Demos, and Exometrics all have
the required queuing models and the flexibility to place staffing and scheduling in the hands
of retail management.
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Banks must factor in tailored work standards and develop scenarios that reflect the conditions
of each branch location as close as possible to reality. The flexibility of the model used is
only one element in staffing and scheduling success. The standards and the work measured
must accurately reflect the branch conditions as believed by branch management and then
used to develop schedules. Some banks tailor standards tolocation-type such as urban, rural,
shopping mall, university, etc. Differences in work are attributable to a varying mix of
transaction types due to customer base, possibly differing cashing limits for tellers due to
equipment, and potential use of cash dispensers in some locations. Banks must account for all
of these differences, as well as differences due to the actual performance of standard work.
High turnover branches will have lower real performance due to more tellers who are in a
learning curve. The learning curve for tellers is typically three months; and with a bank
turnover rate of 35 percent, that can lead to lower performance in selected branches. Banks
can adjust the staffing model for effective service in locations with high turnover until the
time that problem is resolved. Staff modeling is a dynamic process and the tools used should
be dynamic as well.
True performance is difficult to measure without a tool to properly balance the customer
demand to the service staff hours. In low-volumelocations, it is very difficult to evaluate the
performance of tellers since management must staff to volume and allow for breaks and
coverage. Often a branch requires the equivalent of between 1.5 and 2.5 tellers per hour in
remote locations. Management may decide to utilize threefull-time tellers to allow for
coverage during peaks and deliver service properly. This decision places the teller in a
position where they cannot perform on the same level as a teller in a branch where customer
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demand is high and relatively constant. The incentive system should not penalize them or it
In the past six years, retail banking has experienced a significant shift to transform practices
to primarily a sales orientation. Teller incentives are largely weighted on paying for closed
referrals over and above any measure for service and productivity. This shift in many
institutions has contributed to difficulty in making any comparisons. Many banks have
trained their teller staff in how and what to refer with an expected volume of two closed
referrals per day. Incentive systems can direct tellers to concentrate on referrals, which may
also slow down the transaction processing and resultant service levels.
The reported results from the recent Nolan Efficiency Ratio Benchmarking Study show
that top-performing banks' branch personnel are processing 13 percent more transactions per
month than the average banks and are supporting 39 percent more deposit accounts. The
factors that prevent banks from performing at the higher level relate to process efficiency,
policy, deployment of staff through scheduling and staffing, and the connectivity of software.
Line of business performance is determined by how people, process and technology are
CSR EFFECTIVENESS
There are a variety of issues that impact the performance of Customer Service
deployment. Some will limit the activities of the "platform staff" to strictly new business and
support service. Other banks will view the CSRs as part of the retail branch sales and service
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team, and will deploy their time to sales and service first with a component of teller support
in their mix of responsibilities. Some banks will establish an objective for outside sales
asking CSRs to have involvement in community functions in the sales effort, while other
banks see marketing as having a primary role in driving potential customers into the branch.
In any event, the key is to establish the branch objectives in line with the bank's strategic
direction. The primary activities we see CSRs handling are sales/new business, service,
Performance is a function of how banks manage and structure time. This is where the
significance of work process has the greatest impact. Independent studies conducted by the
Robert E. Nolan Company show that high-performing banks have a work distribution of 55
percent on sales and account opening, 18 percent on fee and non-fee services, 8 percent on
performing banks, on the other hand, see their CSRs spending more time in problem
resolution (25 percent) and less time (30 percent) in actual sales and account opening. A
factor influencing this difference in performance is that average performing bank CSRs spend
more time opening individual accounts and therefore open fewer accounts per month than the
time allows.
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COMPARISON BETWEEN HIGH-PERFORMING BANKS AND
AVERAGE PERFORMERS.
discover additional detail on what drives branch performance. The following is from the
High performing banks put on 152 new accounts per employee versus the average bank's 139
new accounts, an increase of 9.35 percent. Looking deeper into the data, high-
performing banks open only 25 percent of new deposits to the total deposit account balances
with their efforts as opposed to 32 percent for the average bank. When we further dissect the
information, we see the new non-time deposit account balances as a percentage of total non-
time deposit balances was 14 percent in top-tierbanks versus 20 percent on average. These
measures support the conclusion that the high performing banks do not need to open as much
in new deposit balances since they retain their existing deposits better than the average banks.
What are the underlying factors that might support this outcome? They are likely the focus on
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new business in average performing banks versus the focus on net new business in high-
performing banks.
The emphasis on developing a sales culture has made a dramatic impact on many banks. In
some cases, it has literally transformed the retail banks from "order takers" to "business
development" engines. CSRs have had their offerings expand to include insurance,
investment and select deposit products. It can be difficult to train CSRs in the relative
benefits of each vehicle and often the weight of the incentive to the product drives them, not
the need.
Not every bank has experienced the same success in terms of this change translating directly
to the bottom line. When banks examine the incentives that are paid to CSRs there are a
couple of telling characteristics to look for. Many banks base incentives on the first sale,
meaning banks are paying for every new account regardless of how it was sold. The customer
could have been inclined to set up the account prior to walking into the branch, or the CSR
could have sold the account based on its features. Successful banks establish both branch and
A second element to consider is what the bank is strategically trying toachieve-net new
business. In many of the campaigns and programs, booked new business is the only criteria,
not what it has achieved in terms of net bottom line. The subliminal message is that servicing
existing customers is not as important to achieving individual or bank goals leading to service
time spent on difficulties booking new business correctly and not primarily servicing existing
customers. Not every bank or branch location has the same potential for growth in their
marketplace, so they should model each location on its individual characteristics and
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opportunity for growth. The development of excellent market data has greatly assisted the
banks who understand where to place their sales and service emphasis.
Segmentation of the market is significant since it is not so much a measure of the actual effort
as where the effort is extended. Today over 400 CRM models are on the market, and the tools
are more affordable with greater applications. Deployment is as much a part of the success of
the tools as it is with any technology. Often the marketing teams concentrate on a specific use
and not on developing market intelligence. For example, the data may help banks to
determine which customers have a product, but unless they understand why the customer has
that product, they may miss a targeted marketing opportunity. The reason may be due to the
specific product offering which may not convert to an interest in other product offerings.
Applying science and analytics to the data suggests that the most pertinent information will
This analysis also applies to the possible loss of customers. In this way, banks may prevent
the attrition of their customer base. Banks that see a gap in their product offering often rush to
put together a campaign before understanding the potential customer acceptance and impact
on existing work processes. Often this happens with HELOC campaigns and the CSRs cannot
meet customer service expectations. This is an example of short- term application with a
The work processes are as significant to the overall time success as any factor in the
performance equation. Many new business processes are burdened at the point of the CSR,
with too many unconnected information inputs. As mentioned earlier, it is common that 65
percent to 80 percent of new sales are due to existing customers, but ironically, processes are
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not structured to take advantage ofthat information in an automated way. Often banks profess
to have their process integrated, but rather have a series of largely manual steps.
For instance, they take an application for a retail loan and submit it for credit approval. It is
common to find that the input form or screen for credit differs from the loan application, thus
requiring a separate input. When the loan is approved, there is a separate input form or screen
for document preparation. In many cases, the CSR needs to prepare a separate document to
show that they have properly completed an assessment of the customer's full investment, loan
and deposit account needs with an entirely separate input form and screen. After the loan is
approved, a separate incentive form or screen may need to be completed. Lastly, separate
boarding documents get the loan booked on the accounting system. Every step in the process
inputs of the same information. A significant portion of CSR effectiveness is in the details of
the process.
The staffing and scheduling element has as much to do with success in CSR effectiveness as
with teller effectiveness. Banks should utilize the proper information to determine how many
CSRs are deployed, and see that they have the right tools and products to be successful.
Unfortunately, very little science has been applied to the CSR position in banks, and this is
where the sales service face is presented to the customer and potential customer base.
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BIBILOGRAPHY
www.wikipedia.com
www.theinternatiuonaljournal.org
http://www.citehr.com/359710-hr-practices-indian-banking-sector.html
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