Job description bank branch manager
I. General provisions
1. The bank branch manager belongs to the category of managers.
2. A person who has a higher professional education in the field of work, experience in financial and banking or similar work in managerial positions for at least 3 years is appointed to the position of a bank branch manager.
3. The bank branch manager must know:
3.1. Laws, 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 norms of labor protection, safety and fire protection.
4. Bank branch manager reports directly
5. During the absence of the manager of the bank branch (business trip, vacation, illness, etc.), his duties are performed by the deputy, who acquires the relevant rights and is responsible for the proper performance of the duties assigned to him.
II. Job Responsibilities
Bank Branch Manager:
1. Carries out general management and ensures the stable, efficient operation of the bank branch and its structural divisions in accordance with the Charter of the bank, intradepartmental normative documents and instructions under applicable law.
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 duties between his deputies and determines the degree of responsibility for the areas of activity entrusted to them.
4. Considers and approves the regulations on the structural subdivisions 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 public services and the expansion of the service sector, the conduct of the necessary mass explanatory and advertising and information work.
7. Develops and conducts activities aimed at improving banking, cashless payments, transactions with securities, currency, as well as ensuring an effective credit policy, reducing cash flow, maximizing 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 the forecasting of the bank's development.
10. Takes measures to strengthen and develop the material and technical base of the bank branch.
11. Considers and approves, in accordance with the established procedure, design estimates for the construction and repair of service buildings.
12. Ensures legal and appropriate use Money and property of the bank branch, the manager of which he is.
13. Concludes economic and other contracts with legal and individuals in the prescribed manner, in necessary cases, claims and claims against these persons.
14. Approves acts for writing off from the balance sheet of the branch property and inventory that have become unusable, as well as losses that are hopeless for recovery, within the limits of the rights established by the bank.
15. Carries out work aimed at preventing damage to the bank branch.
16. In necessary cases, take measures to collect 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 vault (storeroom) of the bank branch.
19. Takes measures to equip the premises of the bank branch with security and fire alarms.
20. Organizes the 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 personnel of the bank branch, 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 transfer, ensures the preservation of the commercial secret of the bank.
25. Ensures consideration of letters, applications and complaints from citizens.
III. Rights
The bank branch manager has the right to:
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 the official duties.
3. Sign and endorse documents within their competence.
IV. A responsibility
The branch manager is responsible for:
1. For improper performance or non-performance of their official duties provided for by this job description - to the extent determined by the current labor legislation 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.
Acquainted with this job description: Date. Signature.
What does a department manager do?
Before answering this question, let's try to assess what professional skills a manager should have. A bank branch is from 10 to 30 people, including cashiers, tellers, personal managers, etc. Coordinating the efforts of the staff to implement the tasks assigned to the department is the responsibility of the manager. The branch manager must be a good human resources manager.
The main task of the manager is to keep the team in working shape, motivate employees to work to achieve the set plans.
The branch manager is the conduit between the company and a separate unit such as an additional office or branch. Life in the department follows its own laws and regulations.
In an abstract form, this is a closed world, a reconnaissance ship located on the avant-garde frontiers. Between him and his base, the bank itself, there must always be a connection. Not only in the 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 the manager.
The manager communicates to his employees the tasks that the corporation sets for them, sets benchmarks for determining what is considered acceptable and what is not, and explains why events occur the way they do. In order for the interpretation of corporate values at the branch level to take place in the desired manner, it is necessary to involve managers in corporate life as much as possible, to involve them in solving the strategic tasks of the company.
An inevitable consequence of the isolation of the department is the significant influence of human qualities and personal problems of each individual employee working in the team of the department. The influence on the management team is especially pronounced.
15-30 people who work together day in and day out with minimal external involvement 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 relevant topic.
The manager is first and foremost a tactician. He must decide daily 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, give out so much. His inner circle is the team entrusted to him. A task worthy of a ward of a psychiatric hospital: how, having such a tool as a team of living people, to ensure that the planned and actual figures in the tables of the head office finally coincide?
But this is not the most paradoxical in the current structure of the work of a bank branch. Despite the fact that the main function of the branch is consulting and service, in most banks the head of the additional office is evaluated and receives additional financial rewards solely for sales results.
The service component is difficult and costly to evaluate. Therefore, most financial institutions do not even undertake this task. Perhaps that is why banking services tend to suffer and remain one of the most frequently criticized areas by customers.
As you know, in the banking sector, 90% of the income comes from 10% of customers. These are the clients who are usually assigned a personal manager. They don't care what branch their manager is located in. Either a personal manager will go to the client, or the client himself will be able to drive to any conveniently located place. The activities of managing personal managers are not tied to the work of the department; personal managers are connected with the additional office only by the fact that all transactions are processed on the basis of the branch. At the same time, the additional remuneration of the heads of departments is connected precisely with the results of sales.
As a result, the manager sometimes becomes a hostage to his own sellers. If a conflict arises with one of the best sellers, the manager may be faced with a choice: to lose an employee and not achieve acceptable sales performance for a long time, which means not to receive additional remuneration, or to be held hostage by this employee, which may disrupt the effective management of the branch . Much in resolving such conflicts depends on the managerial skills of the manager.
The seller is primarily an individualist who must show the best result in comparison with other sellers. He lives in a state of constant competition. His personal income and assessment of the success of him personally and the department in which he works depend 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 on the basis of a branch and on the basis of a central office. There are two main components to sales management.
Firstly, it is an infrastructure that allows you to objectively evaluate the results of the work of an employee and exercise ongoing control over his activities. Depending on the maturity of the team, control can either be carried out at the level of assessing and discussing the results and ways to achieve better performance, or descend to the level of planning and organizing the daily activities of employees.
Secondly, an adequate system of motivating sellers should be created. Usually the most formalized is the system of financial motivation for sales, but depending on the situation, it can be used in combination with other motivational events (awards, contests, etc.) or not used at all.
Sales motivation
I know two banking networks that sell units of mutual funds through their outlets. One banking institution makes extensive use of financial sales incentives, regularly paying bonuses based on performance. The other pays salespeople little to no extra for their mutual funds, leaving the point-of-sales to product managers. Paradoxical as it may seem, the sales volumes of shares of these banking institutions are comparable. Without calling for savings on the remuneration of sales managers, I want to note that under certain conditions it is possible to use other levers of influence and sales promotion.
Motivational theories distinguish three types of motivation: financial, social and moral.
Corporate culture influences social motivation. If a company maintains high sales results by highlighting high-performing salespeople in every possible way, and at the same time, although it scolds, but does not punish those employees who do not fulfill other duties, then this motivates the creation of a certain behavior model. Social motivation can be effectively used by the manager of the department, since it is he who is the bearer and interpreter of corporate norms.
Moral motivation refers to the norms accepted in society as a whole, and determines what is good and what is bad to do. Any motivation, if properly used, can have a profound effect on the team.
The most pronounced consequences of financial motivation. Once you start using financial motivation, it is no longer possible to abandon it without the emergence of new risks. Removal of financial incentives for sellers can 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.
In 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 in determining the amount of financial remuneration of employees. This deprives the manager of one of the strongest levers of influence on the entrusted team, but avoids subjectivity and ambiguity in assessments.
When evaluating the effectiveness of a particular remuneration scheme, it is necessary to compare it with the requirements that apply to the managers themselves. At the very least, it is difficult to expect from the manager and the division entrusted to him large sales of a product that is not registered in the incentive scheme of sellers. Even if the manager is a highly conscious person, forcing a team to sell a product that is not financially rewarded in any way 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 monitor that all links in the hierarchy from the seller to the manager and to the head of sales are rewarded in the same way.
The quality of customer service can suffer significantly if all products offered by a financial institution are rewarded differently. The products that will be sold will not be those that best meet the needs of the client, but those that bring the greatest income to the seller. And even if the company declares that sales are carried out according to the needs of the client and this is regularly said to client managers at trainings, the client simply does not hear the full list of products available to him. A client manager is not interested in wasting time selling a product they are not interested in. This can be revealed by evaluating what those same salespeople are offering to their family members or other close associates versus what they are offering to the customer.
It is also necessary to pay attention to what exactly the motivation system encourages - transactions or the amount of funds under management.
For a brokerage company whose income is made up of commissions on individual transactions, motivation from the number of individual transactions is more suitable.
For a bank, on the contrary, the total amount of funds under management is important. If individual transactions are encouraged, then the amount of funds under management will not grow fast enough, and the turnover of money within the client portfolio will increase. In extreme cases, so-called "churning" (shifting of funds), regular rebalancing of the client's portfolio, which makes no economic sense, except for the additional commission of the seller, will flourish.
_________________________________________
Daria Plyplina
Head of Sales, Private Bankings, Raiffeisenbank
Job description of a bank branch manager
- General provisions
1.1 This job description defines the functional duties, rights and responsibilities of the bank branch manager.
1.2 The bank branch manager belongs to the category of managers.
1.3 The manager of the bank branch is appointed to the position and dismissed from the position in accordance with the procedure established by the current labor legislation by order of the director of the bank.
1.4 Relationships by position:
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1.4.1 |
direct submission |
bank director |
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1.4.2. |
Additional submission |
‑‑‑ |
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1.4.3 |
Gives orders |
Bank branch employees |
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1.4.4 |
The employee replaces |
Deputy bank branch manager |
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1.4.5 |
The employee replaces |
‑‑‑ |
- Qualification requirements for a bank branch manager:
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2.1 |
education |
Higher professional education |
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2.2 |
work experience |
At least 3 years |
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2.3 |
knowledge |
Laws, other regulatory legal acts of Ukraine 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. Rules and norms of labor protection, safety and fire protection. |
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2.4 |
skills |
specialty work |
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2.5 |
Additional requirements |
--- |
- Documents regulating the activities of the bank branch manager
3.1 External documents:
Legislative and regulatory acts relating to the work performed.
3.2 Internal documents:
Charter of the bank, Orders and orders of the director of the bank; Regulations on the bank branch, Job description of the bank branch manager, Internal labor regulations.
- Responsibilities of a Bank Branch Manager
Bank Branch Manager:
4.1. Carries out general management and ensures the 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 the current legislation.
4.2. According to the bank economic policy determines the strategy of the bank branch and organizes its work on the basis of long-term and current work plans.
4.3. Distributes duties between his deputies and determines the degree of responsibility for the areas of activity entrusted to them.
4.4. Considers and approves regulations on the structural subdivisions of the bank branch and job descriptions of employees in accordance with the staffing table.
4.5. 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.
4.6. Provides the organization of services to the population and the expansion of the service sector, the conduct of the necessary mass explanatory and advertising and information work.
4.7. Develops and conducts activities aimed at improving banking, cashless payments, operations with securities, currency, as well as ensuring an effective credit policy, reducing cash turnover, and maximizing profits.
4.8. Ensures proper placement, storage and management of deposit bonds of the Ministry of Finance of Ukraine.
4.9. Organizes the introduction of progressive technologies, programs and methods into the work of the bank branch, taking into account the forecasting of the bank's development.
4.10. Takes measures to strengthen and develop the material and technical base of the bank branch.
4.11. Reviews and approves, in accordance with the established procedure, design estimates for the construction and repair of office buildings.
4.12. Ensures the legal and expedient use of funds and property of the bank branch, the manager of which he is.
4.13. Concludes business and other contracts with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and lawsuits against these persons.
4.14. Approves acts for writing off from the balance sheet of the branch property and inventory that have become unusable, as well as losses that are hopeless for recovery, within the limits of the rights established by the bank.
4.15. Carries out work aimed at preventing cases of causing damage to the bank branch.
4.16. In necessary cases, takes measures to collect it and bring the perpetrators to justice.
4.17. Ensures the safety of entrusted funds, valuables and documents.
4.18. Bears personal responsibility for ensuring the safety of valuables located in a special vault (storeroom) of the bank branch.
4.19. Takes measures to equip the premises of the bank branch with security and fire alarms.
4.20. Organizes the collection of money and valuables.
4.21. Provides accounting and statistical accounting and reporting, providing reliable information about the activities of the bank branch.
4.22. Manages the staff of the bank branch, provides the necessary working conditions for its employees.
4.23. Performs representative functions outside the bank branch and ensures interaction with various structural divisions of the bank.
4.24. Organizes office work using modern means of communication and information transfer, ensures the preservation of the commercial secret of the bank.
4.25. Provides consideration of letters, applications and complaints of citizens.
- Rights of the bank branch manager
The manager of a bank branch has the right to:
5.1. 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.
5.2. Participate in the discussion of issues related to their official duties.
5.3. Sign and endorse documents within their competence.
- Responsibility of the bank branch manager
The branch manager is responsible for:
6.1. For improper performance or non-performance of their official duties provided for by this job description - within the limits determined by the current labor legislation of Ukraine.
6.2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of Ukraine.
6.3. For causing material damage - within the limits determined by the current labor and civil legislation of Ukraine.
- Working conditions of a bank branch manager
7.1. The operating mode of the bank branch manager is determined in accordance with the Internal Labor Regulations established in the bank.
7.2. Due to operational needs, the manager of a bank branch may be sent on business trips (including local ones).
7.3. To resolve operational issues, the manager of a bank branch may be provided with official vehicles.
- Terms of payment
The terms of remuneration of the bank branch manager are determined in accordance with the Regulations on remuneration of personnel.
9 Final provisions
9.1 This Job Description is made in two copies, one of which is kept by the Bank, the other - by the employee.
9.2 Tasks, Responsibilities, Rights and Responsibilities may be specified in accordance with the change in the Structure, Tasks and Functions of the structural unit and workplace.
9.3 Changes and additions to this Job Description are made by order of the director of the bank.
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Head of structural unit |
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(signature) |
(surname, initials) |
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AGREED: |
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Head of the legal department |
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(signature) |
(surname, initials) |
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00.00.0000 |
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Familiarized with the instructions: |
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(signature) |
(surname, initials) |
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00.00.00 |
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Job description of the bank division manager
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INSTRUCTIONS
BANK BRANCH MANAGER
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JOB DESCRIPTION |
APPROVE |
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(director; other official, |
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00.00.0000№ 00 |
authorized to approve |
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bank branch manager |
job description) |
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(signature) |
(surname, initials) |
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00.00.0000 |
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I. General provisions
1. The bank branch manager belongs to the category of managers.
2. A person who has a higher professional education in the field of work, experience in financial and banking or similar work in managerial positions for at least 3 years is appointed to the position of a bank branch manager.
3. The bank branch manager must know:
3.1. Laws, 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 norms of labor protection, safety and fire protection.
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3.6. |
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4. Bank branch manager reports directly |
||
5. During the absence of the manager of the bank branch (business trip, vacation, illness, etc.), his duties are performed by the deputy, who acquires the relevant rights and is responsible for the proper performance of the duties assigned to him.
II. Job Responsibilities
Bank Branch Manager:
1. Carries out general management and ensures the 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 the 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 duties between his deputies and determines the degree of responsibility for the areas of activity entrusted to them.
4. Considers and approves the regulations on the structural subdivisions 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 public services and the expansion of the service sector, the conduct of the necessary mass explanatory and advertising and information work.
7. Develops and conducts activities aimed at improving banking, non-cash payments, operations with securities, currency, as well as ensuring an effective credit policy, reducing cash turnover, and maximizing 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 the forecasting of the bank's development.
10. Takes measures to strengthen and develop the material and technical base of the bank branch.
11. Considers and approves, in accordance with the established procedure, design estimates for the construction and repair of service buildings.
12. Ensures the legal and expedient use of funds and property of the bank branch, the manager of which he is.
13. Concludes business and other contracts with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and lawsuits against these persons.
14. Approves acts for writing off from the balance sheet of the branch property and inventory that have become unusable, as well as losses that are hopeless for recovery, within the limits of the rights established by the bank.
15. Carries out work aimed at preventing damage to the bank branch.
16. In necessary cases, take measures to collect 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 vault (storeroom) of the bank branch.
19. Takes measures to equip the premises of the bank branch with security and fire alarms.
20. Organizes the 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 personnel of the bank branch, 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 transfer, ensures the preservation of the commercial secret of the bank.
25. Ensures consideration of letters, applications and complaints from citizens.
III. Rights
The bank branch manager has the right to:
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 their official duties.
3. Sign and endorse documents within their competence.
IV. A responsibility
The branch manager is responsible for:
1. For improper performance or non-performance of their official duties provided for by this job description - to the extent 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.
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Head of structural unit |
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(signature) |
(surname, initials) |
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00.00.0000 |
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AGREED: |
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Head of the legal department |
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(signature) |
(surname, initials) |
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00.00.0000 |
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Familiarized with the instructions: |
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(signature) |
(surname, initials) |
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00.00.0000 |
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