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Dmitry Isaakovich Leus

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Dmitry Leus, Chairman of Bank Any bank with long-term ambitions uses a system of employee motivation. We spoke with Dmitry Leus, Chairman of Bank , and asked him to which motivational techniques he has recourse. - Dmitry Isaakovich, what do you
http://www.gosbook.ru/node/71716
Dmitry Leus: “How to
Motivate Employees”
Dmitry Leus, Chairman of Bank
Any bank with long-term ambitions uses a system of employee
motivation. We spoke with Dmitry Leus, Chairman of Bank , and
asked him to which motivational techniques he has recourse.
- Dmitry Isaakovich, what do you understand under the concept
of “motivation” and what is its application?
- Dmitry Leus: Motivation designates the incentive to act or, more
precisely, the activation of motives pre-existing in every human
being. Its importance in the world of business, and in particular in the
service industry, is to attract and keep the most valuable assets we
have - human capital.
Since spring 2011, our Bank has been carrying out an active regional
expansion strategy. Within two years, we have created from scratch
40 branches in different regions of the Russian Federation.
Accordingly, it was necessary to also create a system of motivation
transforming a mere geographical presence into a centre of human
excellency. Thus, psychological factors prove to be as important as
economic ones in achieving a high return on investment. In general,
good motivation systems are a win-win game: they must reflect the
interests of all stakeholders of an enterprise - employees,
management, and its shareholders.
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- Financial incentive is doubtlessly a very effective means of
motivation. Does Bank also offer career growth?
- Dmitry Leus: Yes, we also offer the opportunity of career and
professional development, which is a very important consideration
for increasing an employee’s self-esteem and his reputation within
the bank.
Our corporate Intranet provides an appropriate platform for
professional development and the creation of a sense of unity and
purpose. For example, a “wall of honour” showcases the
achievements of our best talents. In addition, we display sales figures
for each branch on-line. This allows regional branches to compare
their results with other regional branches and creates a spirit of
healthy competition, thereby stimulating outliers to turn into
performers and performers into leaders. The Intranet also helps
management communicate with staff and spread strategic
newsletters; alternatively, it may serve as a forum on which expert
communities exchange ideas and innovations.
As part of our motivational programme, we also hold internal
competitions for management vacancies within Group. Regardless of
his geographical location, every employee from the Altai Republic to
Kaliningrad is eligible and has the opportunity to become the head of
a newly opened regional branch. This way we seek to foster a longterm relationship between the Bank and its employees and to
strengthen loyalty among our people.
- Dmitry Isaakovich, employee training is the cornerstone in any
system of professional development. For example, on-the-job
training allows a company to bring new employees up to speed
quickly and expert seminars may enhance the skills of senior
staff. Today, many banks have their own in-house learning
platform. Does Bank have anything similar to offer?
- Dmitry Leus: Of course. We recently launched a project called the
“Learning Tool” - a most useful platform whereby the employees of
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our newly opened regional branches can actively develop their skills.
Also, in addition to in-house seminars, we regularly organize external
work groups and corporate retreats during which new business
processes, product lines, or the Bank’s overall strategy are on the
agenda.
- In other words, motivational techniques are a key instrument
in the successful development of the Bank?
- Dmitry Leus: Yes, absolutely. Like any bank in full expansion, our
heartbeat is always in tune with the challenges of modern life and
their financial repercussions on the capital markets. Our system of
motivation has been instrumental in scaling up our regional presence
and has shown that numbers alone do not add up unless motivated
by human effort.
- What are the components of your motivational system?
- Dmitry Leus: All the employees of our regional front offices have a
basic salary, in addition to a performance bonus at the end of each
month. The programme further aims at keeping the growth rate of
the basic salary under control over time, in favour of the
performance bonus.
Such a system of extrinsic (that is, monetary) rewards is based on the
principle that financial bonuses indeed encourage an employee to
achieve the best results. Although the theory of extrinsic rewards
cannot be generalized to all situations, there is a general consensus
that in the world of banking, which derives its meaning from the
universe of numbers, psychological motivation may be created
through, and measured in, monetary terms.
However, rewards must not be attributed based on management’s
own discretion and opinion, but according to measurable and
verifiable indicators, lest subjective preference give rise to inequality
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and damage the team’s sense of unity and common interest. In the
context of its remuneration policy, the Bank therefore monitors staff
performance in three specific business fields.
The first one is business and sales performance. We set quantitative
targets for our front office staff measuring the acquisition of net new
money and the successful sale of lending products to prime
borrowers. In the second field, we set up indicators for quality of
service. In fact, customer service must keep track with the Bank’s
geographical expansion and the growth of its customer base. Put
differently, quantity and quality must grow in tandem. In the third
field, we measure the effectiveness and quality of overall processes,
which is the key prerogative of our Moscow head office.
Alongside performance rewards, the Bank has recently also come to
rely on bonuses for successfully completed project management. As
we are currently actively growing in size, some of our products,
processes, and structures need to be adjusted to reflect this. Hence,
our need for project management has grown in proportion.
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ignatdishlo
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