Job responsibilities of a bank branch manager. Job description of the deputy head of the lending department
What does a branch manager do?
Before answering this question, let’s try to assess what professional skills a manager should have. A bank branch consists of 10 to 30 people, including cashiers, tellers, personal managers, etc. Coordinating the efforts of staff to implement the tasks assigned to the department is the responsibility of the manager. The branch manager must be a good human resource manager.
The main task of the manager is to maintain the team's working tone and motivate employees to work to achieve their plans.
The branch manager is the link between the company and a separate unit such as an additional office or branch. Life in the department follows its own laws and routine.
In the abstract, it is a closed world, a reconnaissance ship located at the forefront. There must always be a connection between him and his base, the bank itself. Not only in a technical and operational sense, but also in terms of corporate values, corporate culture, corporate norms and standards.
Ensuring this connection is one of the most important tasks of a manager.
The manager conveys to his employees the tasks that the corporation sets for them, sets guidelines for determining what is considered acceptable and what is not, and explains why events occur in one way or another. In order for the interpretation of corporate values at the department level to occur in the desired manner, it is necessary to involve managers in corporate life as much as possible, to involve them in solving the company’s strategic tasks.
An inevitable consequence of the isolation of the department is the significant influence of the human qualities and personal problems of each individual employee working in the department team. The impact on the management team is especially pronounced.
15-30 people working together day after day with minimal external participation from the head office are very sensitive to the presence of a problem with their colleague, and even more so with their manager. Managing internal conflict in such a situation becomes a particularly pressing topic.
A manager is first and foremost a tactician. He must decide every day how to technically achieve the goals set for him. He lives in an impersonal world of numbers and procedures: sell so much, attract so much, issue so much. His immediate circle is the team entrusted to him. A task worthy of a psychiatric hospital ward: how, having such an instrument as a team of living people, can we ensure that the planned and actual figures in the head office tables finally coincide?
But this is not the most paradoxical thing in the current structure of the bank branch. Despite the fact that the main function of the department is consulting and service, in most banks the head of the additional office is evaluated and receives additional financial remuneration solely for sales results.
The service component is difficult and expensive to evaluate. Therefore, most financial institutions do not even take on this task. This may be why service in banks tends to suffer and remains one of the most frequently criticized areas by customers.
As you know, in the banking industry, 90% of the income comes from 10% of customers. These are clients who are usually assigned a personal manager. They don’t care in which branch their manager is located. Either the personal manager will travel to the client, or the client himself will be able to drive up to any conveniently located place. The activities of managing personal managers are not tied to the work of the department; The only connection between personal managers and the additional office is that all transactions are processed at the branch office. At the same time, additional remuneration for branch managers is related specifically to sales results.
As a result, the manager sometimes becomes a hostage to his own salespeople. If a conflict arises with one of the best sellers, the manager may be faced with a choice: lose an employee and for a long time not meet acceptable sales figures, which means not receive additional remuneration, or be held hostage by this employee, which may disrupt the system of effective department management . Much in resolving such conflicts depends on the manager’s managerial skills.
A seller is, first of all, an individualist who must show the best results in comparison with other sellers. He lives in a state of constant competition. His personal income and the assessment of the success of him personally and the department in which he works depends on his personal indicators.
Managing a team of salespeople has its own specifics, different from the routine work of an additional office manager. Sales management is not tied to a location; it can take place both at the branch and at the central office. Two components are fundamentally important for sales management.
Firstly, it is an infrastructure that allows you to objectively assess the results of an employee’s work and carry out ongoing monitoring of his activities. Depending on the maturity of the team, control can either be carried out at the level of assessing and discussing results and ways to achieve better performance, or go down to the level of planning and organizing the daily activities of employees.
Secondly, an adequate system for motivating sellers must be created. Typically, the most formalized system is the system of financial motivation for sales, but depending on the situation, it can be used in combination with other motivational events (awards, competitions, etc.) or not used at all.
Sales motivation
I know of two banking networks that sell mutual fund shares through their outlets. One banking institution widely uses financial incentives for sales, regularly paying bonuses based on performance. Another pays salespeople virtually no extra to handle mutual funds, leaving point-of-sale work to product managers. Paradoxically, the sales volumes of shares of these banking institutions are comparable. Without calling for saving on remuneration for sales managers, I would like to note that under certain conditions it is possible to use other levers of influence and sales stimulation.
Motivational theories distinguish three types of motivation: financial, social and moral.
Social motivation is influenced by corporate culture. If a company maintains high sales results by highlighting high-performing salespeople in every possible way, and at the same time, although it reprimands, does not punish those same employees for failing to fulfill other duties, then this motivates the creation of a certain model of behavior. The branch manager can effectively use social motivation, since he is the bearer and interpreter of corporate norms.
Moral motivation concerns the norms accepted in society as a whole and determines what is good and what is bad to do. Any motivation, if used correctly, can have a profound impact on a team.
The most pronounced consequences are for financial motivation. Once you start using financial motivation, it is no longer possible to abandon it without the emergence of new risks. The removal of financial incentives for sellers may lead to an outflow of qualified employees from the company. As a consequence of this, a drop in sales and a significant increase in costs.
During the normal functioning of a financial institution, remuneration principles are prescribed at the company level and apply to all sellers of a certain category.Typically, the manager has little influence on determining the amount of financial compensation for employees. This deprives the manager of one of the strongest levers of influence on the entrusted team, but allows him to avoid subjectivity and ambiguity in assessments.
When assessing the effectiveness of a particular remuneration scheme, it is necessary to compare it with the requirements that are presented to the managers themselves. At the very least, it is difficult to expect large sales from the manager and the department entrusted to him of a product that is not included in the incentive scheme for sellers. Even if the manager is a highly conscientious person, forcing the team to sell a product for which there is no financial reward for the sale is akin to trying to redirect an impending tsunami.
If there is a clearly defined system of monetary incentives for sales, it is necessary to strictly ensure that all links in the hierarchy from the seller to the manager and to the sales manager are rewarded in the same way.
The quality of the customer experience can suffer significantly if all the products offered by a financial institution are rewarded differently. What will be sold is not those products that best meet the customer's needs, but those that bring the most income to the seller. And even if the company declares that sales are carried out according to the client’s needs and this is regularly stated to client managers at trainings, the client is simply not given a complete list of products available to him. A client manager is not interested in wasting time selling a product in which he is not interested. This can be revealed by assessing what those same salespeople are offering to their family members or other loved ones compared to what they are offering to the customer.
It is also necessary to pay attention to what exactly the motivation system encourages - transactions or the volume of funds under management.
For a brokerage company whose income comes from commissions on individual transactions, motivation based on the number of individual transactions is more appropriate.
For a bank, on the contrary, the total amount of funds under management is important. If individual transactions are encouraged, the volume of funds under management will not grow quickly enough, and the turnover of money within the client portfolio will increase. In extreme cases, the so-called “churning” (shifting of funds), regular rebalancing of the client’s portfolio, which makes no economic sense other than receiving an additional commission for the seller, will flourish.
_________________________________________
Daria Plyplina
Head of Sales, Private Banking, Raiffeisenbank
INSTRUCTIONS
BANK BRANCH MANAGER
JOB DESCRIPTION |
I APPROVED |
||
(director; other official, |
|||
00.00.0000№ 00 |
authorized to approve |
||
bank branch manager |
job description) |
||
(signature) |
(last name, initials) |
||
00.00.0000 |
I. General provisions
1. The manager of a bank branch belongs to the category of managers.
2. A person with a higher professional education in the field of work and at least 3 years of experience in financial banking or similar work in managerial positions is appointed to the position of manager of a bank branch.
3. The bank branch manager must know:
3.1. Laws and other regulatory legal acts of the Russian Federation related to the activities of the bank.
3.2. Orders, departmental instructions and regulatory documents relating to the work of a bank branch, including accounting.
3.3. Fundamentals of economics, scientific organization of labor.
3.4. Prospects for the development of the financial and banking system and strategic directions of the bank’s activities.
3.5. Rules and regulations of labor protection, safety and fire protection.
3.6. |
4. The bank branch manager reports directly to |
||
5. During the absence of the bank branch manager (business trip, vacation, illness, etc.), his duties are performed by a deputy, who acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.
II. Job responsibilities
Bank branch manager:
1. Provides general management and ensures stable, efficient operation of the bank branch and its structural divisions in accordance with the Bank’s Charter, internal regulatory documents and instructions within the framework of current legislation.
2. In accordance with the economic policy pursued by the bank, determines the strategy of the bank branch and organizes its work on the basis of long-term and current work plans.
3. Distributes responsibilities among his deputies and determines the degree of responsibility for the areas of activity assigned to them.
4. Reviews and approves regulations on the structural divisions of the bank branch and job descriptions of employees in accordance with the staffing table.
5. Carries out a systematic analysis of the activities of structural units and, on this basis, makes decisions aimed at fulfilling the functional tasks assigned to the unit.
6. Ensures the organization of services to the population and the expansion of the scope of services, carrying out the necessary mass explanatory and advertising and information work.
7. Develops and carries out activities aimed at improving banking, non-cash payments, transactions with securities, currency, as well as ensuring an effective credit policy, reducing cash turnover, and obtaining maximum profits.
8. Ensures the correct placement, storage and management of deposit bonds of the Ministry of Finance of the Russian Federation.
9. Organizes the introduction of progressive technologies, programs and methods into the work of the bank branch, taking into account forecasting the development of the bank.
10. Takes measures to strengthen and develop the material and technical base of the bank branch.
11. Reviews and approves, in accordance with the established procedure, design and estimate documentation for the construction and repair of office buildings.
12. Ensures the legal and appropriate use of funds and property of the bank branch, the manager of which he is.
13. Concludes business and other agreements with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and claims against these persons.
14. Approves acts for writing off from the balance sheet of the department property and inventory that have become unusable, as well as losses that are hopeless for collection, within the limits of the rights established by the bank.
15. Carries out work aimed at preventing cases of damage to the bank branch.
16. If necessary, takes measures to recover it and bring the perpetrators to justice.
17. Ensures the safety of entrusted funds, valuables and documents.
18. Bears personal responsibility for ensuring the safety of valuables located in a special storage room (pantry) of the bank branch.
19. Takes measures to equip the premises of the bank branch with security and fire alarms.
20. Organizes collection of money and valuables.
21. Provides accounting and statistical accounting and reporting, providing reliable information about the activities of the bank branch.
22. Manages the staff of the bank branch and provides the necessary working conditions for its employees.
23. Performs representative functions outside the bank branch and ensures interaction with various structural divisions of the bank.
24. Organizes office work using modern means of communication and information transmission, ensures the preservation of the bank’s commercial secrets.
25. Provides consideration of letters, applications and complaints from citizens.
III. Rights
The manager of a bank branch has the right:
1. Get acquainted with the draft decisions of the Board of Directors of the bank (board of the bank), the Chairman of the bank concerning the activities of the bank branch.
2. Participate in the discussion of issues related to his official duties.
3. Sign and endorse documents within your competence.
IV. Responsibility
The bank branch manager is responsible for:
1. For improper performance or failure to fulfill one’s job duties provided for in this job description - within the limits determined by the current labor legislation of the Russian Federation.
2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.
3. For causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.
Head of structural unit |
||||||
(signature) |
(last name, initials) |
|||||
00.00.0000 |
||||||
AGREED: |
||||||
Head of the legal department |
||||||
(signature) |
(last name, initials) |
|||||
00.00.0000 |
||||||
I have read the instructions: |
||||||
(signature) |
(last name, initials) |
|||||
00.00.0000 |
[Credit institution logo]
[Name of the bank]
Appendix 2
to the Order on approval and introduction
into force of job descriptions
Department employees
lending
from ["__" _________ 20__]
№ [_____]
JOB DESCRIPTION
Deputy Head of the Credit Department
1.1. Position: Deputy Head of the Lending Department (hereinafter - Deputy Head of the Department).
1.2. The Deputy Head of the Department is appointed to the position and dismissed from the position by order of the [head (position name)] [of the bank (its name is indicated)] (hereinafter referred to as the Head of the Bank).
1.3. The Deputy Head of the Department is subordinate, reports, receives orders and work instructions from the head of the Credit Department (hereinafter referred to as the Head of the Department), and in his absence - from a superior manager.
1.4. Labor relations between the Deputy Head of the Department and the Bank are based on the legislation of the Russian Federation, internal regulations of the Bank and this job description.
1.5. The purpose of the position is to participate in organizing the work of the Office for the placement of credit resources on behalf of the Bank in order to increase the Bank’s income, satisfy the economic interests of borrowers and increase the profitability of the Bank’s activities.
1.6. The Bank provides the Deputy Head of the Department with a workplace and a compensation package in accordance with the Personnel Regulations*.
*
Or with the terms of the employment contract, or another document.
1.7. Working hours: normal working hours.
2.1.The Deputy Head of the Department performs the following functions:
2.1.1. Participates in the overall management of the activities of the Department and bears personal responsibility for the implementation of the tasks and functions assigned to it, as well as for the results of the work of the Department.
2.1.2. Participates in the development of current and long-term plans for the volume of issued credit resources, the level of loan rates, and the amount of expected income.
2.1.3. Participates in organizing the work of the Department for the placement of credit resources and issuance of bank guarantees.
2.1.4. Participates in work to study the bank lending market.
2.1.5. Participates in the development of internal bank regulations in the field of lending, takes measures to implement them in practical work.
2.1.6. Interacts with individual large clients under the terms of concluded contracts.
2.1.7. Participates in organizing the training of employees of the Department for Client Lending, participates in the certification of employees, and improving their professional level.
2.1.8. As part of the activities of the Department, it carries out the necessary control over the activities of lending divisions, including visits to branches and additional offices.
2.1.9. Participates in monitoring lending activities in separate divisions of the Bank.
2.1.10. Studies legislation and modern technologies in the field of bank lending. Analyzes materials and documents of Russian and international organizations.
2.1.11. Develops and submits to the Head of the Department current reports on its activities, as well as final reports on the results of the activities of the Customer Lending Department.
2.1.12. Performs representative functions, participates in meetings and conferences held at the Bank.
2.1.13. Ensures the preservation of commercial secrets about the activities of the Bank and its clients, the correct application of current legislation and the conduct of office work in the prescribed manner.
2.1.14. Participates in organizing the implementation by employees of the Department of activities within the framework of combating money laundering and the financing of terrorism.
2.1.15. Makes proposals to the Head of the Department to improve existing forms and methods of work and introduce new ones.
2.1.16. Develops the Regulations on the Directorate, participates in the distribution of responsibilities between the employees of the Directorate, participates in the development of Regulations on the departments included in the Directorate, as well as job descriptions of the Directorate employees.
2.1.17. Contributes to the creation of the necessary working conditions and a favorable moral and psychological climate in the team. Monitors compliance by employees of the Department with labor discipline.
2.1.18. Submits for consideration to the Head of the Department proposals for changing the structure, staffing of the Department, as well as for the hiring, relocation and dismissal of employees of the Department, their promotion or imposition of disciplinary sanctions.
2.1.19. Resolves operational issues, signs documents on issues related to the activities of the Department within the limits of its powers.
2.1.20. Signs contracts on behalf of the Bank within his competence on the basis of the powers granted to him in accordance with the issued power of attorney.
2.1.21. Performs the duties of the Head of the Department in his absence.
2.1.22. Performs other duties within the scope of authority determined by the Bank’s internal documents and legislative acts.
2.2. When performing his functions, the Deputy Head of the Department is obliged to:
2.2.1. Perform duties in accordance with the Bank's policies and procedures for the provision of banking services and the development of the Bank.
2.2.2. Take part in the implementation of methodological management of the Bank's structural divisions in matters of organizing lending to the Bank's clients within the limits of their powers.
2.3. When performing his functions, the Deputy Head of the Department has the right:
2.3.1. Prepare draft orders and give instructions on issues within his authority.
2.3.2. Endorse documents within your competence in accordance with this job description.
2.3.3. Conduct negotiations with clients on behalf of the Bank within the limits of their competence in accordance with this job description.
2.3.4. Make, in the prescribed manner, proposals for improving the forms and methods of work, proposals for appointing employees to positions, remunerating them for their work, encouraging them or imposing disciplinary sanctions on them.
3.1.Required:
3.1.1. Higher economic, financial or legal education.
3.1.2. Detailed knowledge of the regulations, instructions and other governing documents of the Central Bank of the Russian Federation on lending issues.
3.1.3. Knowledge of the basics of tax legislation of the Russian Federation to the extent sufficient to carry out the assigned functions.
3.1.4. Knowledge of the basics of accounting for credit transactions.
3.1.5. At least one year of experience in managing a division of a credit institution related to the implementation of credit operations, or at least one year of experience in the field of bank lending, or at least one year of experience in managing a division of a credit institution related to the implementation of banking operations.
3.1.6. No criminal record.
3.1.7. Absence of administrative offenses in the field of finance, taxes and fees, the securities market, committed within one year preceding the day of appointment to the relevant position, as well as at the time of being in the relevant position and established by the relevant resolution of the body authorized to consider cases of specified administrative offenses.
3.1.8. Absence of facts of termination of the employment contract at the initiative of the employer in accordance with paragraph 7 of Article 81 of the Labor Code of the Russian Federation within one year preceding the day of appointment to the relevant position.
3.1.9. Knowledge of the specifics of the work of customer lending departments.
3.1.10. A total working experience of at least five years, including at least three years in credit institutions.
3.1.11. Ownership of a personal computer - MS Word and MS Excel package to the user's extent.
3.2. Desirable:
3.2.1. Good organizational skills.
3.2.2. Ability to work overtime, have the ability to work during business trips.
3.2.3. Wide range of knowledge in the field of banking and commercial activities.
3.2.4. Good learning ability.
3.2.5. Communication skills.
4.1. The Deputy Head of the Department is responsible for the proper implementation of this job description, instructions of the Head of the Department and the Head of the Bank, the requirements of current legislation and internal regulatory documents of the Bank regarding the implementation of the Bank's credit policy.
5.1. Upon appointment to a position, approval is required from the Head of the Department.
I have read this job description and I have received a copy:
(date of)
(signature)
(first name, patronymic, last name)
The functionality of a bank branch manager is very extensive. Our job description for a bank branch manager contains the widest possible range of responsibilities, from which you can choose those that are necessary to regulate the activities of the branch manager of your particular bank.
Job description of bank branch manager
I APPROVED
CEO
Last name I.O. ________________
"________"_____________ ____ G.
1. General Provisions
1.1. The manager of a bank branch belongs to the category of managers.
1.2. Appointment to the position of bank branch manager and dismissal from it is made by order of the general director of the bank.
1.3. The manager of a bank branch reports directly to the Board of Directors of the bank (Board of the Bank).
1.4. During the absence of the bank branch manager, his duties are performed by a deputy, who acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.
1.5. A person with a higher professional education in the field of work and at least 3 years of experience in financial banking or similar work in managerial positions is appointed to the position of manager of a bank branch.
1.6. A bank branch manager must know:
- laws and other regulatory legal acts of the Russian Federation related to the activities of the bank;
- orders, departmental instructions and regulatory documents relating to the work of a bank branch, including accounting;
- fundamentals of economics, scientific organization of labor;
- prospects for the development of the financial and banking system and strategic directions of the bank’s activities;
- basics of labor legislation;
- internal labor regulations;
- labor protection and fire safety rules.
1.7. The manager of a bank branch is guided in his activities by:
- legislative acts of the Russian Federation;
- The company’s charter, internal labor regulations, and other regulations of the company;
- orders and instructions from management;
- this job description.
2. Functional responsibilities of a bank branch manager
The bank branch manager performs the following job responsibilities:
2.1. Provides general management and ensures stable, efficient operation of the bank branch and its structural divisions.
2.2. In accordance with the economic policy pursued by the bank, it determines the strategy of the bank branch and organizes its work on the basis of long-term and current work plans.
2.3. Distributes responsibilities among his deputies and determines the degree of responsibility for the areas of activity assigned to them.
2.4. Carries out a systematic analysis of the activities of structural units and, on this basis, makes decisions aimed at fulfilling the functional tasks assigned to the unit.
2.5. Provides organization of services to the population and expansion of the scope of services, carrying out the necessary mass explanatory and advertising and information work.
2.6. Develops and carries out activities aimed at improving banking, non-cash payments, transactions with securities, currency, as well as ensuring an effective credit policy, reducing cash turnover, and obtaining maximum profits.
2.7. Organizes the introduction of progressive technologies, programs and methods into the work of the bank branch, taking into account forecasting the development of the bank.
2.8. Takes measures to strengthen and develop the material and technical base of the bank branch.
2.9. Reviews and approves, in accordance with the established procedure, design and estimate documentation for the construction and repair of office buildings.
2.10. Ensures the legal and appropriate use of funds and property of the bank branch, the manager of which he is.
2.11. Concludes business and other agreements with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and claims against these individuals.
2.12. Approves acts for writing off from the balance sheet of the department property and inventory that have become unusable, as well as losses that are hopeless for collection, within the limits of the rights established by the bank.
2.13. Carries out work aimed at preventing incidents of damage to the bank branch.
2.14. Ensures the safety of entrusted funds, valuables and documents.
2.15. Bears personal responsibility for ensuring the safety of valuables located in a special storage room (storeroom) of the bank branch.
2.16. Organizes collection of money and valuables.
2.17. Provides accounting and statistical accounting and reporting, providing reliable information about the activities of the bank branch.
2.18. Manages the staff of the bank branch and provides the necessary working conditions for its employees.
2.19. Performs representative functions outside the bank branch and ensures interaction with various structural divisions of the bank.
2.20. Ensures the preservation of the bank's commercial secrets.
2.21. Provides consideration of letters, applications and complaints from citizens.
3. Rights of the bank branch manager
The manager of a bank branch has the right:
3.1. Get acquainted with the draft decisions of the bank's Board of Directors (bank's board), the Bank's Chairman, concerning the activities of the bank's branch.
3.2. Participate in discussions of issues related to the duties performed by him.
3.3. Sign and endorse documents within your competence.
4. Responsibility of the bank branch manager
The bank branch manager is responsible for:
4.1. Improper performance or failure to fulfill one's job duties as provided for in this job description - within the limits determined by the current labor legislation of the Russian Federation.
4.2. Offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.
4.3. Causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.
Job Description of a Bank Branch Manager
And who can count on a salary increase Mark Bershidsky According to a December study by Hays, 46% of employers plan to increase their staff next year. 45% say that they do not plan to increase their staff, but will only deal with...
Only every tenth employer is satisfied with the level of training provided by higher education in Russia. Companies need to start training personnel themselves, ceasing to rely on the state and universities. You can’t just become a specialist in demand on the market, although...
Opinions of employers: which employees should be gotten rid of first? Representatives of Mail.Ru Group, Aviasales, Sports.ru and other companies explain. Anna Artamonova, Vice President of Mail.Ru Group First of all, you need to get rid of toxic employees....
Amazon recruiting manager Celeste Joy Diaz shares the biggest mistakes Amazon job seekers make. Google's top recruiters agree. They identified 3 types of resumes and advised which one is better. 1. Resume with positions. In this summary...
Imagine that you found your employee’s CV on a recruiting site. What to do? Call you on the carpet and force you to delete your profile? Persuade him to stay? Double your salary? Or fire the “traitor” without further thought? We asked business representatives what they...