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.
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.
« 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.
(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.
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.
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:
How management contributes to staff training
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 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).
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
