Business – Banking – Management – Marketing & Sales

Posts Tagged ‘HRM’

Strategic Division. Management functions

Category: Bank Management

Human resources department Life in a social unit like a bank is timed by the ins and outs of employees, internal mobility and promotion linked to career management, and also to a dialogue with social representatives.



Characteristics of C.I.S. banks’ human resource management (H.R.M.) that affect the nature of change

Category: Bank Management

Another point is the underestimation of the necessity of modern personnel management and human resources development techniques for selection, training, motivation, promotion, of staff. C.I.S. bankers still have to be convinced that it is a key factor in today’s banking.



Characteristics of C.I.S. banks’ managers (management styles,) that affect the change processes

Category: Bank Management

« The difficulties of C.I.S. banks come from their insufficient management know-how » (Hans Martens). In fact, we found there out-dated management practices which are incompatible with the requirements of effectiveness, efficiency and productivity. This, for instance, appeals for a necessary change of the traditional, either autocratic or bureaucratic leadership style.



Employees’ characteristics in the C.I.S. banks that could affect their reactions to change

Category: Bank Management

(the reasons why changes can be difficult and the conditions for their successful achievement) The economic, technological and methodological changes of C.I.S. banks necessitate a human resources change in the behaviours, but also in knowledge’s, skills, competences and qualifications of employees.



Banks and their human resources: an analysis of the present situation in the c.i.s. banks, concerning people

Category: Bank Management

A model for the understanding of reactions to change Let us start by some universal observations, showing, first, a conceptual frame that is currently used in western enterprises to deal with the difficulties of change.



How to set up on-the-job trainings?

Category: HRM

General recommendations for successful on-the-job training If on-the-job training is to be efficient, it must be organised and carried out on the basis outlined below:



Management involvement in the personnel training and skills upgrading

Category: HRM

How management contributes to staff training



The three kinds of learning objectives

Category: HRM

Training aims for the three possible outcomes: – the acquisition of facts and data (knowledge) – the ability to perform certain acts (know-how) -the capacity for attitudinal and behaviour change (outlook)



Training needs and objectives

Category: HRM

Training needs analysis Training should always meet a need. Otherwise it is not efficient. The need arises from a problem situation involving skills, which may be defined as a “skills gap” (the gap between actual and desirable skills).



Guidelines presentation time management guidelines

Category: HRM

Delegation Delegate whenever possible – downwards, upwards and sideways. Delegate tasks but do not abdicate them. If it is your task, you still have the final responsibility