Abstract: Qualifications of bank personnel. Bank staff incentives

In this article we want to consider such a topical issue for many managers as a bank. We’ll also tell you how an efficient system can be set up in a bank using the implementation KPI systems.

It is worth immediately noting that with a decrease in income from banking operations and fierce competition, it is in the bank that one can find reserves that help the bank survive in difficult moments and develop recommendations for further development, prosperity, etc.

Motivation at the bank

Building an effective bank is one of the most important functions today's leader. A smart leader understands perfectly well that it is not enough just to introduce the latest technologies in banking to obtain greater financial returns. it also increases by solving various problems related to the so-called human factor, with the attitude of employees to their activities, with personal interest in increasing the quality of work, with a creative approach to solving issues. In such situations, in order to achieve the goal, a modern manager must constantly focus on various internal motivating factors, needs and orientations of employees.

Managers sometimes have no idea what motives will motivate their subordinates to efficient work. These problems are common to various organizations and firms around the world. Studies that were conducted at enterprises in Western Europe and the USA revealed that many managers often greatly overestimate the importance of “basic motives” for employees, such as salary, reliability, safety, and underestimate other incentives for successful work.

On the other hand, such incentives for work as clear task setting and organization of employee work, as well as effective results in the work process are often underestimated.

Effective motivation of bank employees

Correct in a bank implies that bank employees should have sufficient freedom of action and be able to independently choose methods for solving operational and strategic tasks set by management. However, at the same time, all employee actions must clearly fit into established technologies and rules.

Subordinates must have a good understanding of not only their goals in their activities and work, but also the goals of their entire work unit or office, as well as many of the goals or priorities of the bank.

Labor motivation is an important process for stimulating each individual employee or group of people to perform effectively, which is aimed at achieving common production goals.

Bank employees, along with any other system of work in any organization, must fully and accurately comply with the developed strategy of this company, the organization’s resources, structure and corporate culture. If a boss wants to attract and retain a number of qualified and responsible specialists in his organization, he must try to discover the key motivation in his subordinates.

Material remuneration is only part of the total in the bank. This incentive plays an important role, but you should not rely entirely on it, because it is not the only factor that retains staff. If the organization has problems that are associated with a corporate-type culture or a bad and uncomfortable internal microclimate, then rewards or additional bonuses will not keep employees in the service for a long time. They can easily go to another company, where wage even if it is lower, as long as the unfriendly environment and difficult work environment are replaced.

That is why motivation in a bank should first of all be taken into account as a system of various indicators, influencing which the manager will achieve maximum work efficiency.

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Introduction

Chapter 1. Theoretical aspects of the INCENTIVE SYSTEM for the personnel of the ORGANIZATION

1.1 The essence of the incentive system and types of stimulation of labor activity

1.2 Principles of building an incentive system

Chapter 2. Analysis of the economic situation and assessment of the personnel incentive system at SKB-Bank OJSC

2.1 Organizational and economic characteristics of SKB-Bank OJSC

2.2 Evaluation social development OJSC "SKB-Bank"

2.3 Problems of labor incentives in OJSC SKB-Bank, subsidiary Volgograd branch, Volzhsky

3.1 A set of measures to improve the personnel incentive system of SKB-Bank OJSC

3.2 Cost-effectiveness of the proposed measures to improve the personnel incentive system of SKB-Bank OJSC

Conclusion

List of used literature

Applications

Introduction

Incentives play a huge role in organizing the activities of an enterprise, as it is aimed at motivating an employee to perform effective and high-quality work, which not only covers the employer’s costs for organizing the production process and remuneration, but also allows for a certain profit.

With development social relations In society, the needs of workers also change. IN modern economy In addition to the material factor, moral incentives and social benefits are of great importance. Material forms of employee incentives are also evolving. In material remuneration, the share of payments based on the results of the enterprise’s economic activity is increasing, greater importance is being attached to the development of corporate thinking among employees, and a system of social benefits is being developed.

Modern stage economic reforms in Russia is characterized by the fact that enterprises operate in an environment of growing demands from various social groups. In this regard, the creation of an effective employee incentive system is of particular relevance.

The works of such well-known domestic and foreign authors as: Borisova E.I., Druzhinin V.N. Logvinov D.V., Krotova N.V., Terentyeva T.A., Kibanov A.Ya., Kondratova I. are devoted to the study of the personnel incentive system. G., Zakharov D.K., Zaitseva T.V., Egorshin A.P., Vesnin V.R., Artelny Yu.A. etc.

The relevance of the topic, the degree of its scientific development and practical significance determined the purpose and objectives of this work.

The purpose of the work is to theoretically substantiate and develop practical recommendations to improve the personnel incentive system of SKB-Bank OJSC.

The set goal necessitated the need to solve the following problems:

clarify the essence of the labor incentive system at the enterprise;

explore types of stimulation of labor activity;

give an organizational and economic description of OJSC SKB-Bank;

analyze the current level of social development of SKB-Bank OJSC;

justify the economic efficiency of the proposed recommendations for improving the personnel incentive system at SKB-Bank OJSC.

The object of the study is the personnel incentive system in the company OJSC SKB-Bank.

The subject of the research is the study and analysis of theoretical and practical approaches to the organization of incentive systems in modern enterprises.

The research is based on the use of laws, patterns and categorical apparatus economic science. When developing the main provisions of the work, the method of dialectical knowledge, the method of unity of historical and logical, methods of structural and statistical analysis, as well as the method of expert assessments were used.

The work consists of an introduction, three chapters, a conclusion, and a list of references and sources.

The introduction substantiates the relevance of the research topic, formulates goals and objectives, and defines the object and subject of study.

The first chapter clarifies the essence of personnel incentives and systematizes its types.

In the second chapter, an analysis of the activities of SKB-Bank OJSC is carried out, including an analysis of the state and dynamics of property and the sources of its formation; analyzes of the asset structure, financial stability, solvency, profit structure, as well as the level of social development of the enterprise.

In conclusion, conclusions and suggestions on the work done are presented.

Chapter 1.Theoretical aspectsINCENTIVE SYSTEMSpersonnel

1.1 WITH The strength of the incentive system and types of stimulation of labor activity

The development of an incentive system is a comprehensive approach to improving the efficiency and quality of labor. When using it in the management of social facilities, it becomes clear how sufficiently developed and effective the system is.

Speaking about stimulation, it is necessary to dwell on such concepts as “needs”, “motive” and “motivation”, since all these concepts are inextricably linked.

Needs are what arises and is located inside a person, which is common enough for different people, but at the same time has a certain individual manifestation in each person [Bozhovich, 1996, p. 105]. Finally, this is what a person strives to free himself from, since as long as the need exists, it makes itself felt and “demands” its elimination. People may try to eliminate needs, satisfy them, suppress them, or not respond to them in different ways. Needs can arise both consciously and unconsciously. Most needs are periodically renewed, although they may change the form of their specific manifestation, as well as the degree of persistence and influence on the person.

A motive is something that causes a person to act in a certain way. The motive is “inside” a person, has a “personal” character, depends on many factors external and internal to the person, as well as on the action of other motives that arise in parallel with it [Bozhovich, 1996, p. 105]. Motive not only motivates a person to action, but also determines what needs to be done and how this action will be carried out. In particular, if a motive causes actions to eliminate a need, then these actions may be different for different people, even if they experience the same need. Motives are amenable to awareness - a person can influence his motives, muffling their action or even eliminating them from his motivational set.

Human behavior is usually determined not by one motive, but by their combination, in which motives can be in a certain relationship to each other according to the degree of their impact on human behavior, therefore the motivational structure of a person can be considered as the basis for his implementation of certain actions.

Motivation is the process of encouraging each employee and all members of his team to actively work to meet their needs and achieve the goals of the organization [Borisova, 2002, p. 51].

Motivation is a set of internal and external driving forces that encourage a person to act, set boundaries and forms of activity, and give this activity a direction focused on achieving certain goals [Borisova, 2002, p. 51]. The influence of motivation on human behavior depends on many factors, is largely individual and can change under the influence of feedback from human activity.

Motivation is the process of influencing a person in order to encourage him to take certain actions by awakening certain motives in him. Motivation is the core and basis of human management [Borisova, 2002, p. 51]. The effectiveness of management depends to a very large extent on how successfully the motivation process is carried out.

Incentives act as levers of influence or carriers of “irritation” that cause the action of certain motives [Druzhinin, 2002, p.83]. Incentives can be individual objects, the actions of other people, promises, carriers of obligations and opportunities, offers to a person in compensation for his actions or what he would like to receive as a result of certain actions. A person reacts to many stimuli not necessarily consciously. To certain stimuli, his reaction may not even be subject to conscious control.

Responses to specific stimuli vary from person to person. Therefore, incentives themselves have no absolute value or meaning unless people respond to them. For example, in conditions of the collapse of the monetary system, when practically nothing can be bought for money, wages and banknotes in general lose their role as incentives and can be used to a very limited extent in managing people.

There are four main forms of incentives.

Compulsion. In a democratic society, enterprises use administrative methods of coercion: reprimand, reprimand, transfer to another position, severe reprimand, postponement of vacation, dismissal from work.

Material incentive. This includes incentives in material form: wages and tariff rates, remuneration for results, bonuses from income or profit, compensation, vouchers, loans for the purchase of a car or furniture, loans for housing construction, etc.

Moral encouragement. Incentives aimed at satisfying the spiritual and moral needs of a person: gratitude, publications in the press, government awards, etc.

Self-affirmation. Internal driving forces of a person that encourage him to achieve his goals without direct external encouragement (writing a dissertation, publishing a book, authoring an invention, making a film, etc.). This is the most powerful stimulus known in nature, however, it manifests itself only in the most developed members of society.

The process of using various incentives to motivate people is called the incentive process. According to famous Russian researchers Travin V.V. and Dyatlova V.A. stimulation is the use of incentives in relation to a person to influence his efforts, efforts, determination in solving problems facing the organization and incorporating corresponding motives [Druzhinin, 2002, p.85].

Labor incentives are a way of rewarding an employee for participation in production, based on a comparison of labor efficiency and technology requirements [Borisova, 2002, p. 54]. Stimulating labor involves creating conditions under which active labor activity, which produces certain, pre-fixed results, becomes a necessary and sufficient condition for satisfying the significant and socially determined needs of the employee, and the formation of his motives for work.

The purpose of incentives is not to induce a person to work in general, but to encourage him to do better what is determined by the labor relationship.

Stimulation is fundamentally different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be achieved. At the same time, the higher the level of development of relations in an organization, the less often incentives are used as a means of managing people.

If you look at what stimulation influences in human activity, it turns out that these are the following characteristics of activity:

- an effort;

- diligence;

- persistence;

- conscientiousness;

- direction.

A person can do the same work by expending different efforts. He can work in full force, or maybe work at half strength. He may also strive to take easier work, or he may take on difficult and hard work, choose a simpler solution, or can search and take on difficult decision. All this reflects the amount of effort a person is willing to expend. And this depends on how motivated and stimulated he is to expend great effort in doing his work.

A person can try in different ways while fulfilling his role in an organization. One may be indifferent to the quality of his work, another may strive to do everything in the best possible way, work with full dedication, not shirk from work, strive to improve his skills, improve his abilities to work and interact with the organizational environment.

The third characteristic of activity that is influenced by stimulation is the persistence to continue and develop what has been started. This is very important characteristic activities, since there are often people who quickly lose interest in the business they have started. And even if they had very good performance in the beginning, loss of interest and lack of persistence may cause them to reduce their efforts and try less, performing their role at a level significantly lower than their capabilities.

Conscientiousness in the performance of work, which means carrying out the work responsibly, taking into account all necessary requirements and regulatory standards, for many jobs is the most important condition for their successful completion. A person may have good qualifications and knowledge, be capable and creative, and work hard. But at the same time, he can treat his duties “carelessly”, irresponsibly. And this can negate all the positive results of his activities. The management of the organization must be well aware of this and try to build an incentive system in such a way that it develops this characteristic of their behavior in employees.

Direction as a characteristic of a person’s activity indicates what he strives for when carrying out certain actions. A person can do his job because it brings him some satisfaction (moral or material), or he can do it because he strives to help his organization achieve its goals. For management, it is very important to know the direction of a person’s actions, but it is also equally important to be able, if necessary, with the help of incentives to orient these actions towards certain goals.

Let us consider in more detail the main forms and methods of stimulating labor activity.

The labor incentive system in various companies involves a set of measures aimed at increasing people’s labor activity and, as a result, increasing labor efficiency and its quality. The famous Japanese manager L. Iacocca wrote: “When it comes to the enterprise moving forward, the whole point is in motivating people” [Maslov, 2005, p. 215].

All incentives can be divided into tangible and intangible. Their ratio in different companies differs significantly. In most Western European firms, the share of material rewards is gradually decreasing and the share of non-material incentives is increasing. A significant number of Russian enterprises and firms are characterized by a reduction in the share of public consumption funds in family income and an increase in the share of material remuneration in income.

Material incentives include:

- wages;

- participation in profit distribution;

- bonuses;

- participation in capital.

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 pinnacle of the enterprise’s personnel incentive system, but despite all its importance, wages in most thriving companies do not exceed 70% of the employee’s income, the remaining 30% of income is involved in the distribution of profits.

Participation in profit distribution is a widespread reward system today. The development of this system began with attempts to improve the organization of wages of employees in order to strengthen its motivational impact on labor results. For this purpose, the possibility of payments from the profit or income of the enterprise to those employees whose contribution to the formation of the enterprise’s profit was most significant and obvious was established. However, the use of profit-sharing systems creates an employee's interest in the effective work of today, but does not stimulate him to take into account the long-term prospects for the development of the organization in production activities.

Profit sharing is used by entrepreneurs as a means to help maintain social peace within the organization and as a factor in increasing interest in its economic success. Profit sharing systems differ in terms of indicators, terms of payments, and the circle of persons receiving these payments. These systems have their own characteristics in different countries of the world, which is determined by the history of economic development, the mentality of a particular country, traditions or customs of working life. One thing is common to all: the division of additional profit between the organization and employees.

At its core, the profit sharing system is an element of the operational management of an organization aimed at ensuring profit. The employee shares, along with the owner, the risk of a short-term decrease in income in order to achieve better results in the future and compensate for today's losses.

A specific form of participation in the organization’s profits is a cash bonus or a stock bonus.

The capital participation system is based on the indicators of the organization’s commercial and production activities with the participation of two components: labor and capital. Participation in capital, compared to paying wages, gives the company an advantage: initially there is no outflow of funds.

The economic incentive to use equity systems is the need to align the interests of the organization with the interests of employees. An employee who receives only a salary is objectively interested in the coincidence of short-term interests - his own and the organization's. As long as the employee has nothing to do with the organization’s property, there are no objective prerequisites and a real economic basis for the coincidence of the long-term interests of the employee and the organization. Thus, if members of the work collective are not owners (co-owners) of the organization, but participate in profits and have the right to vote in the distribution of profits, then there is a real threat of paying out of profits a larger share of funds than production development prospects allow. Therefore, it is highly desirable that every employee is really interested in implementing the strategic development plans of the enterprise.

Non-material methods of stimulation include organizational and moral - psychological.

Organizational methods include, first of all, involving employees in participation in the affairs of the organization, which implies that they are given the right to vote in solving a number of problems, usually of a social nature. An important role is played by the prospects of acquiring new knowledge and skills, which makes workers more independent, self-reliant, and gives them confidence in the future. Stimulation by enriching the content of work is to provide people with more meaningful, important, interesting, socially significant work that corresponds to their personal interests and inclinations, with broad job prospects and professional growth, which gives the opportunity to demonstrate one’s creative abilities, to exercise control over resources and conditions of one’s own work, when everyone, if possible, should be his own boss.

Moral and psychological methods of stimulation include the following main elements:

- creating conditions under which people would feel professional pride in the fact that they can cope with the assigned work better than others, involvement in it, personal responsibility for its results; would feel the value of the results, their specific importance for someone;

- the presence of a challenge, providing opportunities for everyone in their workplace to show their abilities, to express themselves in work, its results, to have evidence that they can do something, and this “something” should receive the name of its creator.

Recognition that can be personal and public. The essence of personal recognition is that particularly distinguished employees are mentioned in special reports to the top management of the organization, they are personally congratulated by management on the occasion of holidays and family dates. It has not yet become widespread in our country. Public recognition is much more familiar to us;

- moral and psychological methods of stimulation include high goals that inspire people to perform effective and sometimes selfless work. Therefore, any task of a manager must contain an element of organizational value;

- morally stimulated by an atmosphere of mutual respect, trust, encouragement of reasonable risk and tolerance for mistakes and failures; attentive attitude from management and comrades.

It is necessary to mention one more form of stimulation, which essentially combines all those discussed above. We are talking about promotion in a position, which gives both a higher salary (economic incentive) and interesting and meaningful work (organizational incentive), and also reflects recognition of the merits and authority of the individual through transfer to a higher status group (moral incentive).

At the same time, this method is internally limited: there are not many high-ranking positions in the organization, especially free ones; not all people are capable of leading and not everyone strives for this, and among other things, career advancement requires increased costs for retraining.

It must be borne in mind that the listed organizational and moral-psychological factors stimulate differently depending on the length of tenure, and after 5 years, none of them provides stimulation to the proper extent, so job satisfaction decreases.

You need to know that the main components of effective labor stimulation are the stimulation of the working person. In enterprises where people interact closely with each other, the use of incentives must take into account the needs and their satisfaction, the entrepreneurial spirit and interests of the individual, and even the character and lifestyle. Then the stimulation will be truly effective and personally meaningful.

To conclude this point, I would like to draw a number of conclusions:

- the concepts of “motivation” and “stimulation” are inextricably linked, but at the same time, stimulation is fundamentally different from motivation, primarily in that stimulation is one of the means by which motivation can be achieved;

- incentives perform the tasks of levers of influence or carriers of “irritation” that cause the action of certain motives;

- there is a large list of forms and methods of stimulating productive activity, which are more appropriate to use not individually, but in combination;

- the main forms and methods of labor stimulation include material and non-material incentives;

- each of these forms is good in its own way, but it is still most effective and rational to use these forms and methods in combination; an example would be a form of incentive such as promotion, which gives higher wages and interesting, meaningful work.

Thus, the essence of the incentive system is to apply incentives to a person to influence his efforts, diligence, and determination in solving the problems facing the organization. Effective labor stimulation cannot be achieved using any one of the stimulation methods. Forms of moral and material incentives involve a set of measures aimed at increasing the labor activity of people and, as a result, increasing the efficiency of labor and its quality. The combination of these forms represents a system of personnel incentives, which should be built on certain principles, which will be discussed in the next chapter.

1.2 Pprinciples of building an incentive system

The construction of an effective personnel incentive system should be based on certain principles developed in management theory and applied in a market economy.

When creating an incentive system, one should proceed from the principles [Trofimov, 2005, p. 116]:

- complexity;

- consistency;

- regulation;

- specialization;

- stability;

- purposeful creativity.

The first principle is complexity. Complexity implies that a comprehensive approach is required, taking into account all possible factors: organizational, legal, technical, material, social, moral and sociological.

Organizational factors are the establishment of a certain order of work, the delimitation of powers, and the formulation of goals and objectives. As already mentioned, proper organization of the production process lays the foundation for further efficient and high-quality work.

Legal factors closely interact with organizational factors, which serve the purpose of ensuring compliance of the rights and responsibilities of an employee in the labor process, taking into account the functions assigned to him. This is necessary for the proper organization of production and further fair incentives.

Technical factors involve providing personnel with modern means of production and office equipment. Just like organizational ones, these aspects are fundamental to the work of an enterprise.

Material factors determine specific forms of material incentives: wages, bonuses, allowances, etc. and their size.

Social factors involve increasing the interest of employees by providing them with various social benefits, providing social assistance, and the participation of employees in team management.

Moral factors represent a set of measures, the purpose of which is to ensure a positive moral climate in the team, the correct selection and placement of personnel, and various forms of moral incentives.

Physiological factors include a set of measures aimed at maintaining health and increasing the performance of employees. These activities are carried out in accordance with sanitary, hygienic, ergonomic and aesthetic requirements, which contain standards for equipping workplaces and establishing rational work and rest regimes. Physiological factors play no less important role in increasing the efficiency and quality of work performed than others.

All of these factors should be applied not individually, but in combination, which guarantees good results. This is when significant improvements in efficiency and quality of work will become a reality.

The principle of complexity already in its name determines the implementation of these activities not in relation to one or several employees, but in relation to the entire team of the enterprise. This approach will give a significantly greater effect at the level of the entire enterprise.

The second principle is consistency. If the principle of complexity presupposes the creation of an incentive system taking into account all its factors, then the principle of consistency presupposes the identification and elimination of contradictions between factors, their linkage with each other. This makes it possible to create an incentive system that is internally balanced due to the mutual coordination of its elements and is able to work effectively for the benefit of the organization.

An example of consistency would be a system of material and moral incentives for employees, based on the results of quality control and assessment of the employee’s contribution, that is, there is a logical relationship between the quality and efficiency of work and subsequent remuneration.

The third principle is regulation. Regulation involves the establishment of a certain order in the form of instructions, rules, regulations and control over their implementation. In this regard, it is important to distinguish between those areas of employee activity that require strict adherence to instructions and control over their implementation, from those areas in which the employee must be free in his actions and can take initiative. When creating an incentive system, the objects of regulation should be the specific responsibilities of a particular employee, the specific results of his activities, labor costs, that is, each employee must have a complete understanding of what his responsibilities are and what results are expected of him. In addition, regulation is also necessary in the issue of evaluating the final work, that is, the criteria by which the final work of the employee will be assessed must be clearly established. Such regulation, however, should not exclude a creative approach, which in turn should also be taken into account in the employee’s subsequent remuneration.

Regulation of the content of work performed by enterprise employees should solve the following tasks:

determining the work and operations that should be assigned to workers;

providing employees with the information they need to perform their assigned tasks;

distribution of work and operations between divisions of the enterprise according to the principle of rationality;

establishing specific job responsibilities for each employee in accordance with his qualifications and level of education.

Regulation of the content of work serves to increase the efficiency of the work performed.

From the point of view of stimulating the work performed, regulation of the results of the work performed plays a very important role. It includes:

determination of a number of indicators characterizing the activities of the enterprise’s divisions and each employee separately, which would take into account the contribution of divisions and individual employees to the overall result of the enterprise’s activities;

determination of quantitative assessment for each of the indicators;

creation of a general system for assessing the employee’s contribution to the achievement of overall performance results, taking into account the efficiency and quality of the work performed.

Thus, we can say that regulation in matters of incentives plays a very important role, streamlining the incentive system at the enterprise.

The fourth principle is specialization. Specialization is the assignment of certain functions and jobs to divisions of an enterprise and individual employees in accordance with the principle of rationalization. Specialization is an incentive to increase labor productivity, increase efficiency and improve the quality of work.

The fifth principle is stability. Stability presupposes the presence of an established team, the absence of staff turnover, the presence of certain tasks and functions facing the team and the order in which they are performed. Any changes occurring in the operation of the enterprise must take place without disrupting the normal performance of the functions of a particular division of the enterprise or employee. Only then will there be no reduction in the efficiency and quality of the work performed.

The sixth principle is purposeful creativity. Here it is necessary to say that the incentive system at the enterprise should encourage employees to demonstrate a creative approach. This may include the creation of new, more advanced products, production technologies and designs of used equipment or types of materials, and the search for new, more effective solutions in the field of organization of production and management.

Based on the results of creative activity of the enterprise as a whole, a structural unit and each individual employee, measures of material and moral incentives are provided. An employee who knows that the proposal put forward by him will bring him additional material and moral benefits has a desire to think creatively. We need to take a particularly serious approach to stimulating the creative process in research and development teams.

When organizing an incentive system at an enterprise, it is necessary to take into account the proportions in payment between simple and complex work, between workers of different qualifications.

When creating an incentive system at an enterprise, it is necessary to adhere to the principle of system flexibility. Flexible incentive systems allow the manager, on the one hand, to provide the employee with certain guarantees of receiving wages in accordance with his experience and professional knowledge, and on the other hand, to make the employee’s wages dependent on his personal performance at work and on the results of the enterprise as a whole. .

Flexible incentive systems are now widespread in foreign countries with developed economies. Moreover, flexibility manifests itself not only in the form of additional individual supplements to wages. The range of flexible payments is quite wide. These include individual bonuses for length of service, experience, level of education, etc., and systems of collective bonuses, designed primarily for workers, and profit-sharing systems, designed for specialists and managers, and flexible systems of social benefits. Only the use of all forms of incentives designed to apply to all employees of the organization can give the desired effect.

As experience shows, at Russian enterprises currently the main problems in the mechanism for stimulating employees are 5 principles [Shchukin, 2001, 23-46 pp.]:

- insufficient flexibility of the mechanism for determining wages, its inability to respond to changes in the efficiency and quality of work of an individual employee;

- absence of any assessment at all or biased assessment by the entrepreneur of individual labor indicators of employees;

- lack of fair remuneration for managers, specialists and employees;

- the presence of unreasonable ratios in the payment of their labor;

- negative attitude of staff towards the amount of remuneration for their work and towards the existing payment system.

All these problems that managers of organizations face when resolving issues of remuneration can be overcome using Russian and foreign experience.

Thus, insufficient flexibility in remuneration is solved by the introduction of modern forms of remuneration that depend on the results of work activity. Such forms are flexible payment systems, where, along with a constant part of earnings, there is a variable part in the form of profit sharing, collective bonuses, etc.

Issues of biased assessment of the performance of hired workers are again related to the outdated mechanism of remuneration, which does not take into account the individual achievements of the employee and the results of the enterprise as a whole. A fair assessment system can be created on the basis of a description of the workplace and the employee’s job responsibilities to determine the constant part of the salary principles [Shchukin, 2001, 23-46 pp.].

The result of the incentive system at the enterprise should be an increase in the efficiency of the enterprise, which can be achieved, in turn, by increasing the efficiency and quality of work of each employee of the enterprise. At the same time, the manager must be guided by the need to attract and retain highly qualified workers for a long time, increase labor productivity and improve the quality of products, increase the return on investment in personnel, increase the interest of employees not only in personal successes, but also in the successes of the entire enterprise as a whole and, finally, improving the social status of workers.

Therefore, both material and non-material forms of personnel incentives are used, which include wages, various profit sharing systems, collective bonus systems, individualization of wages, moral incentives, incentives for workers engaged in creative work through the use of a free work schedule, social benefits for employees.

The manager, when deciding on the creation of a system of employee incentives at the enterprise, must also take into account such a macro-indicator as the consumer price index, which does not depend on the efficiency and quality of work of employees and the enterprise team as a whole. Accordingly, the presence of such an indicator makes it necessary to automatically index wages taking into account changes in the price index for a certain period.

The incentive system at the enterprise must clearly define its goals, establish types of incentives in accordance with the results achieved, determine the evaluation system, the period and timing of remuneration payments.

Any types of incentives must be targeted and transparent, because employees can only be expected to improve the efficiency and quality of their work when they know that their work is paid fairly.

Social benefits that enterprises provide to their employees play an important role in the long-term stimulation of employees for long-term effective work at the enterprise. Social benefits can be either guaranteed by the state or voluntarily provided by an enterprise to its employees.

State-guaranteed social benefits are mandatory for enterprises of all forms of ownership and therefore do not have a stimulating role, but the role of social guarantees and social protection of able-bodied members of society who have jobs. Such benefits include annual paid leave, paid sick leave, etc. These benefits are mandatory.

But an enterprise can provide its employees with benefits not provided for by law. This is done to attract new workers to the enterprise, reduce staff turnover, and stimulate efficient and high-quality work. In addition, employers, by providing social benefits to employees, also pursue goals such as reducing trade union activity, preventing strikes, and attracting and retaining qualified personnel at the enterprise.

Social benefits are a special form of employee participation in the economic success of the enterprise. In the modern economy, the condition for the success of a company is not only the maximization of profits, but also the social security of the employee and the development of his personality.

The enterprise can provide the following social benefits:

- social benefits in monetary terms;

- providing employees with an additional old-age pension;

- providing employees with the right to use social institutions of the enterprise;

- social assistance to families and organization of leisure activities for workers and members of their families.

Social benefits in monetary terms carry a principle similar to monetary remuneration. Such benefits may include the right for employees to purchase shares of the enterprise at a reduced price. This achieves the goal of involving the employee in co-ownership of the enterprise, which creates a sense of ownership among employees and a careful attitude towards the property of the enterprise. The forms of participation of an employee in the capital of an enterprise can be different. This and free promotions, and common shares at a discount of a certain percentage from the market share price, and preferred shares without voting rights at general meeting shareholders.

In addition, social benefits in monetary terms include various payments to employees for personal celebrations, say, on the occasion of 10, 20, 30 years, etc. anniversaries of official activity at the enterprise in combination with special leave. Moreover, the amount of payment and the duration of additional leave may depend on the length of service at the enterprise.

This type of benefits also includes the provision of company cars, personal offices, etc. to managers and especially gifted engineering and technical employees.

A serious stimulating role, especially in times of crisis and inflation, comes from granting employees the right to use the social sector institutions of the enterprise.

This kind of social services can be divided into four groups:

- organizing meals for employees;

- provision of housing and benefits for its acquisition;

- organization of medical care;

- social advisory assistance.

The costs of organizing meals for employees are usually shared by the employee and the enterprise. The employee pays only the procurement cost of the products, and the enterprise pays the remaining costs of catering (cooks’ wages, maintenance of the dining room, etc.). Thus, the employee pays 1/3 of the food costs, and the company bears the remaining 2/3 of the costs.

Providing employees with housing and benefits for its acquisition plays a very serious stimulating role. There may be various options here. So, the company builds housing and rents out apartments to employees at preferential rates. low prices. At the same time, the employee has the opportunity to gradually buy housing during his work at the enterprise and solve the housing problem by the time of retirement. The company may also provide the employee with a low-interest mortgage loan to purchase a home.

Of course, only large organizations can solve the housing problems of employees. However, this seriously stimulates long-term work in the enterprise and significantly reduces staff turnover. This is especially true in Russia, where the housing problem is the most difficult to solve for large sections of the population.

In addition to paying decent wages and meeting other needs, managers also need to take care of the psychological and physical well-being (and other forms of moral stimulation) of workers.

The manager must take care not to endanger the health of the employees entrusted to him. He is responsible for ensuring that safety regulations in their area of ​​activity are known and followed. A manager should not assign his employees work that is not appropriate for their state of health.

Development physical fitness has a strengthening effect on the mental structure. Physical activity offers a good way to relieve mental pressure. Those actively involved in recreational sports justify their enthusiasm by the fact that they feel how physical fatigue makes mental activity brighter and clearer. The mental mood increases, and a new angle of view is found for difficult and haunting questions of principles [Biryuk, 2002, 45-52 pp.].

Taking care of mental health requires taking care of your mental state as well. The deterioration of mental state is most clearly manifested in mental discomfort.

Human relationships have a decisive influence on mental well-being. A person tests and tests himself in relation to others. If human relationships, for example due to the eternal rush, constantly remain superficial and fleeting, then human mutual influence is impoverished in principles [Bozhovich, 1995, p. 204].

Hobbies and leisure provide an opportunity to increase mental vigor. By reserving time for yourself and for your hobbies, a person makes his life richer. Free time takes us away from work and helps us relax. Thus, they receive a boost of energy for future work.

At any enterprise, the organization of medical care is important, which includes assigning employees to health care institutions and providing them with the necessary medical care at the expense of the organization.

Thus, every company needs a universal, effective and flexible system of employee incentives. This is necessary in order to avoid a fairly high staff turnover. It is more convenient for any manager to work with people who are familiar to him, who, in turn, are happy to work for him. There are many ways, for example, almost all organizations offer various benefits(medical care, pensions, etc.), there is already a system of monetary rewards everywhere, in some foreign countries they are even willing to pay extra for work experience. In general, everyone is looking for a way to attract and retain one or another employee. However, this work also said that when creating an incentive system, it is necessary to take into account not only the needs of employees, but also the interests of the enterprise itself. That is, there must be a certain order in the performance of duties, each employee must know what he is responsible for, for what merits he receives certain rewards and what results management expects from him.

To summarize the chapter, it is necessary to emphasize that labor incentives are a way of rewarding an employee for participation in production, based on a comparison of labor efficiency and technology requirements. Stimulating labor involves creating conditions under which active labor activity, which produces certain, pre-fixed results, becomes a necessary and sufficient condition for satisfying the significant and socially determined needs of the employee, and the formation of his motives for work.

All incentives can be divided into tangible and intangible. Material incentives include: wages, participation in profit distribution, bonuses, participation in capital. Non-material methods of stimulation include organizational and moral - psychological. Organizational methods include involving employees in the affairs of the organization, prospects for acquiring new knowledge and skills, stimulation by enriching the content of work. Moral and psychological methods of stimulation include: creating conditions under which people would feel professional pride in the fact that they can cope better than others with assigned work; call presence; confession.

An effective personnel incentive system should be built on certain principles, such as complexity, consistency, regulation, specialization, stability, and targeted creativity. All of the above principles should be applied not individually, but in combination, this will guarantee good results.

Chapter 2.Analysis of economicconditions and assessmentPERSONNEL INCENTIVE SYSTEMSat OJSC SKB-Bank

2.1 Organizational and economic characteristicsABOUTAABOUT« SKB-bank»

On November 2, 1990, on the basis of the Sverdlovsk regional department of Agroprombank, the Joint-Stock Commercial Bank for the Promotion of Commerce and Business (JSC SKB-Bank) was created. On this day, the Bank was issued a license to carry out banking operations.

The Volzhsky branch of SKB-Bank OJSC was established in February 2007. At the same time, a bank office was opened in Volgograd. The Bank carries out basic banking functions and also has the right to carry out professional activities in the securities market in accordance with federal laws. The authorized capital of the Bank is formed in the amount of 1,351,145,000 (one billion three hundred fifty-one million one hundred forty-five thousand) rubles and is divided into 1,350,530,805 (one billion three hundred fifty million five hundred thirty thousand eight hundred five) ordinary registered shares with a par value of 1 (one ) ruble each and 614,195 (six hundred fourteen thousand one hundred ninety-five) preferred registered shares with a par value of 1 (one) ruble each.

Bank mission

The Bank is designed to provide a wide range of standardized and high-tech banking services and products to customers throughout the Russian Federation.

Business philosophy

SKB Bank has the historical and economic prerequisites to become a systemically important credit institution in the Russian banking services market.

SKB Bank contributes to the development of economic and social infrastructure in the territory of its presence.

SKB Bank provides its Clients with equal opportunities to effectively manage their funds and equally comfortable service conditions, carefully studying the needs and capabilities of each Client, regardless of their status and location.

SKB Bank competently manages risks in such a way as to ensure an acceptable level of profitability for its Clients and Partners, while maintaining the status of a reliable, stable bank.

SKB Bank operates according to the rules of a civilized market, which builds its relationships with Clients and Partners on the basis of legal and ethical standards of doing business, in accordance with professional standards activities.

SKB Bank works in dialogue with its employees and ensures a high level of their professionalism. The relationship between the Bank and its employees is characterized by respect and trust.

The organizational structure of OJSC SKB-Bank is shown in Fig. 1

Rice. 2.1. Organizational structure of OJSC SKB - BANK », DO Volgograd branch, Volzhsky

"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 the banking system of 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 the 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 divisions 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 full-time work 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 a logical chain for himself: what do I need to do to achieve the task. 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 destructive conflict in a team and demotivating 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 get 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.

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

Motivation means those established by law and ethical standards forms and methods of meeting needs.

Motivation is one of the main factors determining the effectiveness of work.

Motivation is the motivation of oneself and others to act in order to achieve personal goals or the goals of the organization Zhukov A.D. What is work motivation? - K.: “KNEU”, 1998. - P. 201-210. . Psychologists distinguish two types of motivation: internal and external. Intrinsic motivation associated with interest in activity, with the significance of the work performed, with freedom of action, the opportunity to realize oneself and develop one’s skills and abilities. External motivation is formed under the influence of external factors, such as wage conditions, social guarantees, promotion, praise or punishment of the manager, etc. They have a strong impact, but not necessarily long-lasting. A more effective system of factors is one that will influence both external and internal motivation.

There are many different approaches to how a manager should build a system of motivating employees.

One of such systems is the “motivational ladder” by McKinsey Alaverdov A.R. Personnel management in a commercial bank. - M.: “Somintek”, 2001. - P.52.. It is based on four stages of motivation. Decisive factor Success in implementing a motivation program is the understanding that the process of motivation is multi-stage. And the isolated use of its individual components cannot lead to success.

At the first step of this “ladder,” the manager must ensure that each employee identifies himself with the enterprise and its goals. To do this, he himself must serve as an example of such identification. Each employee should feel involved in the bank's affairs, and the employer's goals should also be his own goals.

The second stage according to this concept is the identification of an employee with specific tasks. If tasks turn out to be “imposed from above,” then the results are unlikely to be good. In this case, the employee will not feel their importance and will spend most of his time trying to convince the manager of their inconsistency and unreality. To eliminate this shortcoming, it is proposed to jointly develop intermediate goals that must meet the requirements of importance and relevance for everyone, specificity and ease of measurement, achievability with available resources; Interim goals should lead to success within a few weeks and be accepted by all employees.

The third step is that each employee must be confident in his ability to solve these problems. The first prerequisite for the emergence of such confidence is the recognition by employees of the goals set in terms of their quantitative indicators. At this stage, it is also necessary to manage and direct employees, plus monitoring the progress of work.

The final stage of the “motivational ladder” is that the employee needs to feel success. Success is one of the needs that motivates a person, so it is important to let a person feel success, his involvement in it and recognition of his merits from management. At this stage, the employee receives internal and external rewards. Intrinsic rewards include satisfaction from the work performed, a sense of personal competence and self-esteem. External rewards, which are one of the reasons for internal ones, are provided by the manager.

External rewards are directly related to the incentive system, which includes three levels: recognition of the employee’s merits by management, financial incentives depending on the amount of labor contribution and the possibility of promotion.

A system of employee participation in the enterprise’s profits can also be used as a material incentive tool. It provides for the division between employees and the bank of additional profits that were received as a result of increased labor productivity and improved product quality. The performance of the entire enterprise is always considered.

There are several profit sharing systems. Many of them are not related to the final results of the enterprise’s activities, but to individual indicators that reflect factors that increase competitiveness. An example of one such profit sharing system is the Recker system, developed in the 50s. This system is based on bonuses to employees for increasing the volume of net output per unit of wages and is used in enterprises in capital-intensive industries. The application of this system involves three stages:

1) determination of the volume of net production: interest on loans, changes in inventory, the cost of raw materials and materials, as well as other payments to external organizations are deducted from sales volume;

2) the Recker standard is determined, i.e. share of the wage fund in the volume of conditionally net production (average value for a number of years). This standard is stable over time;

3) the volume of the bonus fund is determined: the actual volume of conditionally net production is multiplied by the Reker standard and the wages actually paid to employees are subtracted.

Motivation to work, as we understand, can be realized through various factors influencing a bank employee. Motivation can also be achieved through coercion and fear, but we reject them as ineffective over a long period of time. Now we are only interested in the question of how to make sure that the desire to achieve the final result - effective work - is common.

This problem can be solved through the use of moral and psychological methods of stimulating employees to work, widely used in banking practice. They include the following main elements.

Creating conditions under which people would feel professional pride in the fact that they can cope with the assigned work better than others. In order for work to be satisfying, the task must contain a certain amount of risk and the opportunity to succeed.

The presence of a challenge, providing opportunities for everyone in their workplace to show their abilities.

Recognition that can be personal and public. The essence of personal recognition is that particularly distinguished employees are mentioned in special reports to the top management of the bank, introduced to them, and are personally congratulated by the administration on the occasion of holidays and family dates.

Rewarding employees for special labor merits with orders and medals, certificates of honor, badges, conferring honorary titles and titles of the best in a given profession, and declaring gratitude.

Employees who successfully and conscientiously fulfill their job duties are provided with benefits and benefits in the field of social and cultural services when moving up the career ladder.

The atmosphere of mutual respect, trust, and attentive attitude on the part of management and colleagues is morally stimulating.

It should be noted that the listed factors motivate differently depending on the length of time in a position, and after several years, none of them provides sufficient motivation, so job satisfaction decreases.

One thing remains - motivation to work through the hope of getting high benefits. Where this principle is applied consistently, the results are immediate. When they work for a result from which each employee and the entire team personally and noticeably benefits, when everyone feels involved in this result, the effect comes immediately.

There are dozens of techniques that implement this idea. Banks, for example, practice corporatization of their capital, develop a highly effective bonus system, and provide a variety of benefits to their employees.

However, the main thing is not this, but ensuring high wages for staff. A bank striving to build a strong human resources, must pay employees high wages. No one will go to another job if the necessary atmosphere is created in the bank and high wages are provided. Everyone will hold on to such work, strive to do better, because they know that they will be sufficiently rewarded for their work. However, you should not increase the salaries of your employees without actually improving the content of their work. Nothing corrupts people more than high wages for unfulfilled work. This is where an unwritten economic law comes into play: the higher the unjustifiably paid part of the wage, the lower ultimately labor productivity. Increased pay must be accompanied by higher returns. Higher wages should be paid only to those who truly improve the efficiency of the bank as a whole, truly increase the banking product and the profitability of the credit institution.

The staff motivation policy is aimed at expanding cooperation between staff and administration to achieve common goals. This directly encourages staff to develop potential abilities, to work more intensively and productively, and to have a creative attitude towards work.

The requirements for a creative approach of workers to work led to: increasing their independence and responsibility for the work performed, active participation in making management decisions, and a direct interest in the results of work. Hence the main strategic course towards a high level of education, qualifications and ethics of workers, providing a wide range of workers with conditions for expanding knowledge, continuous improvement of professional skills, self-expression, the use of packages of diverse motivation programs and the development of organizational culture.

Introduction

Banks are the most important economic agents. In market conditions, competition among financial and credit organizations is extremely high. Limited resources, tightening banking legislation, and an unstable political situation in the world are forcing banks to find the most effective ways work in order to stay in the banking services market. Against this background, special relevance The problem of personnel motivation arises, since the results of employees’ work and the further development of the organization will depend on a properly constructed system of incentives. Object this study are the basic management processes. Item– motivation of personnel in Russian banks. Purpose The study is a theoretical overview of various types of motivation and an empirical substantiation of their influence on the effective performance of work by bank personnel. To achieve them, it is necessary to solve the following tasks:

• Consider the motivation systems used in Russian banks
• Analyze best practics effective motivation in Russian banks
• Explore Features application of KPIs in the banking personnel motivation system
• Identify the main trends in the use of staff motivation in Russian banks

1. Theory of motivation

1.1 Types of motivation

Henri Fayol identified five main functions of management, one of which is motivation. Motivation “It is the process of achieving a balance between the goals of the company and the employee to best meet the needs of both.”

Modern management knows many theories of motivation. In my opinion, the most applicable to banking personnel can be considered content theories of motivation(A. Maslow’s hierarchy of needs, F. Herzberg’s two-factor model) and theoriesX», « Y" And "Z» presented from the perspective of human resources.

Abraham Maslow in his theory arranged 5 human motivating needs in a strict hierarchical order: physiological needs, the need for safety, the need for belonging and love, the need for esteem, the need for self-actualization. To realize his full potential and self-actualization, an employee must first satisfy the lower needs.

In the two-factor model, F. Herzberg identified motivation factors (“motivators”) And hygiene factors (health factors). The first group of factors is internal, it includes professional success, prospects for further development, recognition results achieved, etc. It is believed that when using them, a person will be satisfied with his work and his productivity will remain constant. high level, otherwise there is no dissatisfaction with the work. Another group of factors is external, it is represented by working conditions, remuneration, relations with employees and management, etc. If these factors are present in insufficient quantities, then the employee experiences low satisfaction from his work, but their sufficient presence is not capable of motivating him to achieve better results.

According to Douglas McGregor's "X" concept, employees will avoid completing assignments, so in order to achieve the best results, given the economic dependence of people, it is necessary to incentivize the staff in the form of money. On the contrary, theory “Y” is that employees have great potential, many non-standard ideas that contribute to improving the organization’s performance; for their implementation, the manager must create appropriate conditions as an incentive. A follower of this concept, the author of the “Z” theory, U. Ouchi, believed that providing a job for life and taking care of well-being will provide workers with stability, loyalty to the company and confidence in the future, which will lead to the effective implementation of the organization’s tasks.

According to the above scientific theories of motivation, two forms of motivation are practiced in the Russian banking system: material And intangible.

1.2 Material motivation banking personnel in Russia

In the system of Russian banks, there are a number of ways to materially stimulate employees, which can be divided into two groups - monetary and non-monetary incentives.

• cash awards/bonuses for achieving bank goals or KPIs (paid annually, quarterly or upon achievement of indicators)
• commission payments for concluding a certain number of transactions
• individual monetary rewards for special skills, loyalty, long work experience, etc.
• division of bank profits between employees
• additional benefits

The non-monetary group includes the following types:

• various types of social and health insurance
• preferential banking and other services
• payment by the bank of certain expenses (communication services, transportation costs)
• pension contributions
• provision of a personal car, secretary, parking space, etc.
• providing discounts and gift certificates to various stores, restaurants, etc.
• provision of tourist vouchers
• gifts for employees and their families
• tuition payment

1.3 Non-material motivation of banking personnel in Russia

Currently, the effectiveness of non-monetary incentives for personnel is increasing. The most common methods of non-material incentives for bank employees are as follows:

• providing flexible work hours
• Carrying out joint leisure time for the entire banking team
• recognition from superiors
• opportunity for advanced training, prospects career growth, professional development
• opportunity to participate in decision-making, discuss issues important for the bank (inclusion in the credit committee, asset and liability management committee, etc.)
• Symbolic awards (board of honor, title of “best employee,” article in the corporate press, souvenirs, plaques, T-shirts with the inscription “for labor success”)
• Enrollment in the bank's personnel reserve

2. Practical application of motivation

2.1 Examples of staff motivation in Russian banks

The forms and types of employee motivation presented in the theoretical part are reflected in the actual practice of Russian banks. Below are some examples.

1. Sberbank adheres to the principle of “paying for achieving results.” There is a gradation of motivation for workers at different levels. Senior managers are assessed using the Priority Projects system. Its essence lies in the independent setting and coordination of goals with the banking strategy by the top manager and their further transfer to lower levels in the form of decomposed projects. To assess the effectiveness of ordinary employees when distributing bonuses for achieving group indicators, there is a “5+” system, which is based on 5 key factors: “personal performance, improvement of professional knowledge, innovation and optimization of the work process, teamwork and customer focus.” Certain categories of employees are also awarded bonuses. Thus, the bonus for tellers depends on the sales volume of a certain banking product. The bank also has a “League of Talents” project, the goal of which is to include young specialists in groups to solve the most pressing problems. Sberbank provides rich social services. package which includes

health insurance

and insurance against accidents, fully financed by bank funds, food subsidies, pension supplements, etc. After retirement, bank employees receive an additional non-state pension, the payment of which is based on accumulated funds. Every year, Sberbank holds a “Best in Profession” competition, winning which gives the opportunity to intern in the best branches of the bank or receive additional education. Symbolic awards are also distributed in the bank: “Gratitude from the President of the Bank, honorary insignia, medal, honorary and anniversary certificates, entry into the Book of Honor.”

The following examples illustrate individual elements of motivation that are used in banks. 2. At Alfa-Bank, employees’ wages consist of two parts: “a constant part - salary, and a variable part - a bonus in the amount of salary, the reduction of which is formalized by an order indicating the reasons,” therefore motivation can also manifest itself in the form of fines (for gross violation discipline, failure to complete tasks, etc.) through deprivation of the variable part. receives additional bonuses. Employees' best ideas are rewarded with gifts. In addition, expanded social services are provided for employees. package, the content (2 options) of which is chosen by the employee himself from the list of benefits (including those provided by partners), the bank also covers 21 days of sick leave, issues loans and mortgages to employees on preferential terms, provides support to the families of staff (“Gifts for the birth of a child, vacation for a wedding, New Year's gifts for children, benefits for young mothers going back to work, and more."

4. At Rosbank, special emphasis is placed on improving the qualifications of employees and extra education personnel. The developed internal bank training system includes “distance courses, opportunities to gain additional knowledge based on the experience of the Societe Generale group, internal educational programs and trainings, and continuous professional development at external training courses in Russia.” In addition, “the bank has successfully implemented a career management system, which is based on processes such as annual assessment of personnel performance, career interviews and career committees.”

5. Absolut Bank is distinguished by a friendly atmosphere of the working team, which makes working there attractive for employees. Special attention is paid to the acquisition of new skills by employees and professional development. Bank employees can teach English language, voluntarily participate in trainings conducted by the bank The educational center.

A special feature of Absolut Bank's social package is the replacement of the VHI policy with payment for treatment of employees from the bank budget. Along with this, staff can receive banking services on preferential terms and special offers from partner organizations.

In order to trace the dynamics and features of the application of various types of staff motivation, I interviewed the executive director of Uralsib Bank, Candidate of Economic Sciences E. F. Akhtyamova (see Appendix 1). During the interview, we were able to find out the following: the foundation of motivation is the basic salary, maintained at the market level, so a large number of workers agree to work where the majority of earnings are a fixed part, rather than a bonus; informal monetary incentives for personnel can be effectively used in small banks; As the organization develops and the network of branches spreads across the country, it is necessary to adhere to a combined motivation system, i.e., apply types of both material and non-material incentives for employees; The banking environment is competitive, therefore, to curb staff turnover, banks introduce special bonuses for loyalty to the organization; with the increase in hired workers, the motivation system is “fragmented” for various divisions of the organization, and local incentives arise that operate within the framework of one project; modern personnel bonus systems are focused on fulfillment key indicators efficiency (KPI), the achievement of which determines the size of the bonus; in addition, the “Balanced Scorecard - a method of cascading and prioritizing KPIs from the top-level strategy for each division and each employee” is becoming popular in banks; Incentives for mentoring are being actively introduced into the motivation system for bank employees.

From the above examples it follows that in order to achieve the most complete fulfillment of the bank’s goals and objectives, it is not enough to use one form of motivation; it is necessary to combine material and non-material incentives for staff. In addition, it is necessary to rank the motivation system for different categories managers, but at the same time it must apply to all personnel, develop a system of key performance indicators (KPIs) for each category of banking personnel, while they must be consistent with the bank’s strategy and be adapted to the bank’s development stage, apply separate incentives to achieve short-term and long-term objectives of the bank. Thus, to achieve long-term goals, it is practiced to use an option program to reward top management. It is worth noting that motivation, in addition to encouragement, can also be expressed in censure.

2.2 Interview

Akhtyamov E.F. Executive Director of Uralsib Bank, Candidate of Economic Sciences.

1. What are the features of the development of the motivation system at Uralsib Bank?

The bank's staff motivation system has gone through a number of stages of development. Initially, it was a simple informal system of monetary incentives, when at the end of the quarter, depending on the results of fulfilling the financial plan, staff were paid a bonus. The distribution of bonuses among employees was carried out by top management based on the recommendations of managers structural divisions, which assessed the contribution of each employee. At first, when the bank was small, this procedure was quite effective. However, as the bank developed and became a multi-branch bank, a transition was made from simple bonuses to a more complex motivation system. A regulation on motivation was developed, and a five-point system for assessing the performance of departments was introduced. Depending on the score received, the size of the bonus received depended. The system was constantly being improved, for example, in addition to assessing the implementation of financial indicators, the results of fulfilling priority tasks for the development of the bank, its infrastructure, procedures and products began to be taken into account. In addition to monetary types of motivation, non-monetary ones began to be used: payment by the bank for communication services, entertainment expenses, provision of a personal car, payment for health insurance, payment for advanced training courses, horizontal and vertical career advancement. Distinguished employees were included in the personnel reserve. Elements of non-material motivation also began to be used, for example, congratulations to the best employees and departments at corporate events. To encourage staff stability, long-service payments were introduced.

The next stage in the development of the incentive system is associated with the merger of Uralsib Bank with Avtobank and Nikoil Bank. Uralsib has become one of the largest private banks in Russia with a wide branch network. The scale of the bank has increased significantly, for effective solution As the tasks became more complex, it was necessary to formalize and detail the system of motivation indicators.

As the scale of business grows, the number of employees and the number of divisions increases, and business processes become more complex, which complicates the task of developing an effective motivation system. The motivation system is designed to stimulate staff to achieve the final result; for this it must be at least:

• objective, i.e. payment to each employee should be the result of a previously known algorithm and to a minimal extent depend on the subjective opinion of the immediate supervisor;
• complex, i.e. cover all participants in the process;
• focused on the final result, which for commercial organizations, as a rule, is profit with the features of management calculations.

Uralsib has approved a comprehensive motivation system - this is, in essence, general principles building motivation systems for business units and principles of motivation for support units. Further, in accordance with the principles of a comprehensive motivation system, motivation systems for business units are approved, which determine the algorithm for calculating the bonus fund and its distribution between management levels, departments and employees depending on functional roles. Uralsib monitors salaries in the market for various categories personnel.
In addition to motivation systems for business units, there are internal motivation systems for cross-over and pre-sales, as well as local motivation systems within individual projects.

2. What are the features of using KPIs for motivation purposes?

The bank has a development strategy and strategic maps have been drawn up. Based on the goals defined by the strategy, annual plans for the bank as a whole, the bank’s businesses, and its divisions are developed. KPIs are established, the fulfillment of which ensures the implementation of plans. The bank's KPIs are decomposed into KPIs of businesses, divisions, and employees. The bank's development tasks are formalized in the form of projects with their own KPIs. At the same time, all key indicators must be measurable. The bank's budget provides for material incentive funds depending on the implementation of KPIs. Motivation procedures are formalized and regulated.

An optional incentive program is being developed for the bank's top managers depending on the achievement of long-term KPIs.

To develop a holistic system of key indicators, the bank uses the Balanced Scorecard, a method of cascading and prioritizing KPIs from the top-level strategy for each division and each employee. In the motivation system, KPI plays the role of labor participation coefficient, i.e. The size of the bonus fund is calculated per business unit based on fund-forming indicators, and is distributed within the division taking into account the implementation of the individual plan. The individual employee plan contains a specific one in accordance with the BSC for each management level and each functional role list of KPIs with weight distribution.

3. What forms of non-material motivation are used in the bank?

In addition to material incentives, it is very important to use intangible forms. In conditions of budget constraints, non-material forms of motivation are very important. They are diverse and constantly evolving.

Uralsib selects the best employees both for the bank as a whole and for individual business units. Local competitions are held in various areas of activity. A mentoring system is being introduced, providing mentors with payments for training, as well as additional training opportunities (including MBA).

Conclusion

Thus, in the theoretical part, I considered the main scientific theories motivations that are widespread in modern Russian system financial and credit organizations, and also classified the most popular types of material and non-material motivation. In the analytical part, when analyzing the effect of using various motivational systems based on interviews and examples of real employee incentive practices, a number of conclusions and recommendations can be made:

1. Achieving high production results and effective functioning of an organization is possible with the introduction of a comprehensive motivation system that combines material and intangible types, since together they are able to fully satisfy human needs (hierarchy of needs according to A. Maslow) and, therefore, act as a powerful incentive to work.

2. Incentives for employees must be assigned objectively, according to the provisions approved by the bank in accordance with the incentive intended for a particular category of personnel and taking into account job specifics.

3. For the best implementation of the bank’s goals, the motivation system must be adaptive to changes external environment and organizational strategies. For long-term and short-term goals, a different set of incentives is used.

4. Currently, a motivation system based on the achievement of key performance indicators is becoming particularly relevant. To do this, it is advisable to use the Balanced Scorecard program.

To summarize, despite the fact that the study is quite narrow, it should be noted that motivation should be complex, systemic in nature, and use measurable indicators established for each category of workers to evaluate work.