Мы содействуем становлению и развитию финансового сектора в странах Восточной Европы и СНГ, помогаем финансовым институтам добиться успеха, стабильности и процветания.


Целесообразность каждого из них необходимо оценивать сугубо с учетом поставленных задач, текущего состояния действующего бизнес-процесса, уровня квалификации персонала, уровня занятости основных специалистов и т.д. Положительные примеры реализации проекта есть как по любой из перечисленных форм сотрудничества с консультационными компаниями,

How to make bank employees work better? Give them more money? Additional day-off? No, it will not help. Unfortunately, bank executives are employed in a very specific area - working with money, which means a high level of responsibility, high workload, monotony, stress, fatigue and more. Bank employees need to be provided with well thought out system of motivation. And not just because bosses want to get more money for the work of their subordinates, but also because there is fierce competition in the banking sector and an increased pressure on employees and those who are now the first to build up the system of motivation will be the leaders of tomorrow.

So, business coaches from the West and Europe try to convince us that wages are just 25% of the needs of an employee in case of his motivation - it is not so. What foreign mentors mean is something like: "The salary of employee is worthy, it is sufficient; therefore he needs to be motivated in other ways". But in the CIS countries this approach does not work, as we have money motivation efficiency of about 80%. In other words, it is a must to introduce a developed system of motivation for effective motivation of bank employees.

A commission payment is widely practiced, i.e. paying out a certain percentage of the deal. It should be noted that this is one of the most effective methods of motivation. There are known cases where within one month employees earned up to 10 of their salary through commissions, thereby bringing huge profits to the employer.

Working conditions also affect the bank employees’ performance: air-conditioning in the room, comfortable furniture, pace of work, moral and psychological climate in the team etc. A “superior - subordinate” relation also plays an important role in motivation. The most important thing here is to remember the golden rule: one should be praised for success in public and scold for bad performance in private.

If you are interested in the programs on training and motivation of bank staff, please call +7 (812) 498 65 80.

TA Consult experts will answer your questions. 

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