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 normative legal acts Russian Federation relating to the activities of the bank.
3.2. Orders, departmental instructions and regulations relating to the operation 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. During the absence of the bank branch manager (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.

2. 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 conduct of 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.
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 efficient credit policy, reducing cash flow, obtaining maximum profit.
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 in due course design and estimate documentation for the construction and repair of office 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 the write-off from the balance of the department of property and inventory that have become unusable, as well as losses that are hopeless for recovery, within established by the bank rights.
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.

3. 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.

4. Responsibility

The branch manager is responsible for:
1. For improper performance or failure to fulfill 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.

INSTRUCTIONS

BANK BRANCH MANAGER

JOB DESCRIPTION	APPROVE
	(director; other official,
00.00.0000№ 00	authorized to approve
bank branch manager	job description)
	(signature)		(surname, initials)
	00.00.0000

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.

3.6.

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 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 their official duties.

3. Sign and endorse documents within their competence.

IV. 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.

Head of structural unit
				(signature)		(surname, initials)
				00.00.0000
AGREED:
Head of the legal department
(signature)		(surname, initials)
00.00.0000
Familiarized with the instructions:
				(signature)		(surname, initials)
				00.00.0000

[Corporate logo of the credit organization]

[Name of the bank]

Annex 2

to the Order on Approval and Introduction
into effect job descriptions
Office staff
lending
from ["__" _________ 20__] № [_____]

JOB DESCRIPTION
Deputy Head of 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 the order of the [head (position name)] [of the bank (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 Crediting Department (hereinafter referred to as the Head of the Department), and in his absence - from a higher 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 acts of the Bank and this job description.

1.5. The purpose of the position is to participate in the organization of the work of the Department for the placement of credit resources on behalf of the Bank in order to increase the Bank's income, meet 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 Regulations on Personnel*.

*	Or with the terms of an 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 implementation of the general management of the activities of the Department and is personally responsible for the fulfillment of the tasks and functions assigned to him, 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 credit resources issued, the level of lending rates, and the amount of expected income.

2.1.3. Participates in the organization of the work of the Department for the placement of credit resources and the issuance of bank guarantees.

2.1.4. Participates in market research work bank lending.

2.1.5. Participates in the development of internal banking regulations in the field of lending, takes measures to implement them in practice.

2.1.6. Carries out interaction with separate large clients according to the terms of concluded contracts.

2.1.7. Participates in the organization of work on training employees of the Customer Lending Department, participates in the certification of employees, improving their professional level.

2.1.8. As part of the activities of the Department, it exercises the necessary control over the activities of lending units, including visits to branches and additional offices.

2.1.9. Participates in the control of work on lending in separate divisions of the Bank.

2.1.10. Studying the law and modern technologies in the field of bank lending. Performs analysis of 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 Client Lending Department.

2.1.12. Performs representative functions, participates in meetings and conferences held in the Bank.

2.1.13. Ensures the preservation of commercial secrets about the activities of the Bank and its customers, the correct application of the current legislation and the conduct of office work in the prescribed manner.

2.1.14. Participates in the organization of the implementation by the employees of the Department of measures in the framework of combating the legalization of proceeds from crime and the financing of terrorism.

2.1.15. Submits proposals to the Head of the Department to improve existing and introduce new forms and methods of work.

2.1.16. Develops the Regulations on the Administration, participates in the distribution of duties between the employees of the Administration, participates in the development of the Regulations on the departments that are part of the Administration, as well as job descriptions for the employees of the Administration.

2.1.17. Contributes to the creation of the necessary working conditions and a favorable moral and psychological climate in the team. Supervises the observance by the employees of the Department of labor discipline.

2.1.18. Submits for consideration by the Head of the Department proposals for changing the structure, staffing of the Department, as well as for the admission, transfer and dismissal of employees of the Department, their encouragement or the imposition of disciplinary sanctions.

2.1.19. Resolves operational issues, signs documents on issues related to the activities of the Department within its powers.

2.1.20. Signs contracts on behalf of the Bank within its competence on the basis of the powers granted to it in accordance with the issued power of attorney.

2.1.21. Performs duties of the Head of Department in his absence.

2.1.22. Performs other duties within the powers determined by the internal documents of the Bank, legislative acts.

2.2. When exercising 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. To take part in the implementation of methodological management of the structural divisions of the Bank in matters of organizing lending to the Bank's customers within the limits of their authority.

2.3. When exercising his functions, the Deputy Head of the Department has the right to:

2.3.1. Prepare draft orders and give orders on issues within his authority.

2.3.2. Approval of documents within their competence in accordance with this job description.

2.3.3. Negotiate with clients on behalf of the Bank within their competence in accordance with this job description.

2.3.4. Submit proposals in accordance with the established procedure for improving the forms and methods of work, proposals for the appointment of employees to a position, for remuneration for their work, their encouragement or the imposition of 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 the tax legislation of the Russian Federation in an amount sufficient to carry out the assigned functions.

3.1.4. Knowledge of basic accounting credit operations.

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 experience in the field of bank lending for at least one year, or experience in managing a division of a credit institution related to the implementation banking operations, not less than one year.

3.1.6. No criminal record.

3.1.7. The 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 on specified administrative offences.

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 features of the work of customer lending departments.

3.1.10. At least five years of work experience, including credit organizations- not less than three years.

3.1.11. Ownership of a personal computer - a package of MS Word and MS Excel in the user's volume.

3.2 Desirable:

3.2.1. Good organizational skills.

3.2.2. Ability to work overtime, be able to work on business trips.

3.2.3. A wide range of knowledge in the field of banking and commercial activities.

3.2.4. Good learning ability.

3.2.5. Sociability.

4.1. The Deputy Head of the Department is responsible for the proper implementation of this job description, the instructions of the Head of the Department and the Head of the Bank, the requirements of the current legislation and the Bank's internal regulatory documents regarding the implementation of the Bank's credit policy.

5.1. Appointment to the position requires the approval of the Head of the Department.

I am familiar with this job description, I received a copy:

(date of)		(signature)		(first name, patronymic, last name)

1. General Provisions

1.1. The bank branch manager belongs to the category of managers.
1.2. Appointment to the position of bank branch manager and dismissal from it is carried out by order CEO jar.
1.3. The branch manager of the bank reports directly to the Board of Directors of the bank (the Board of the bank).
1.4. During the absence of the bank branch manager, 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.
1.5. A person who has a higher professional education in the field of work, experience in financial and banking or similar work in senior positions for at least 3 years is appointed to the position of a bank branch manager.
1.6. The branch manager must know:
- laws, 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;
- rules on labor protection and fire safety.
1.7. The bank branch manager is guided in his activities by:
- legislative acts of the Russian Federation;
- the Charter of the company, the Internal Labor Regulations, other regulatory acts of the company;
- orders and directives of the management;
- this job description.

2. Functional responsibilities bank branch manager

The bank branch manager performs the following job responsibilities:

2.1. Carries out general management and ensures the stable, efficient operation of the bank branch and its structural divisions.
2.2. 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.
2.3. Distributes duties between his deputies and determines the degree of responsibility for the areas of activity entrusted 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. It 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.
2.6. Develops and conducts activities aimed at improving banking, cashless payments, operations with securities, currency, as well as ensuring an effective credit policy, reducing cash circulation, and maximizing profits.
2.7. 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.
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 estimates for the construction and repair of service buildings.
2.10. Ensures the legal and expedient use of funds and property of the bank branch, the manager of which he is.
2.11. Concludes business and other contracts with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and claims against these persons.
2.12. 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.
2.13. Carries out work aimed at preventing cases of causing 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 vault (storeroom) of the bank branch.
2.16. Organizes the 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, 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 commercial secret of the bank.
2.21. Provides consideration of letters, applications and complaints of citizens.

3. Rights of the bank branch manager

The bank branch manager has the right to:

3.1. 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.
3.2. Participate in the discussion of issues related to their official duties.
3.3. Sign and endorse documents within their competence.

4. Responsibility of the bank branch manager

The bank branch manager is responsible for:

4.1. For improper performance or non-performance of their duties.
4.2. For offenses committed in the course of their activities.
4.3. For causing material damage to the organization.
4.4. For non-compliance with current instructions, orders and orders for the preservation of trade secrets and confidential information.
4.5. For violation of the internal labor regulations, labor discipline, safety and fire safety rules.

The measure of responsibility is determined by the current labor and civil legislation of the Russian Federation.

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 good working order, motivate employees to work to achieve the set plans.

The branch manager is the conduit between the company and a separate entity 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 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 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 is known, in banking 90% of your income comes from 10% of your 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 system effective management department. 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 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 evaluating and discussing the 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 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 activities (awards, competitions, etc.) or not used at all.

Sales motivation

I know two banking networks that sell shares of shares through their outlets investment funds. One banking institution makes extensive use of financial sales incentives, regularly paying bonuses based on performance. Another pays almost no extra to sellers for working with mutual funds, leaving work with points of sale at the discretion of 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 strong sales results, everyone possible ways highlighting effective sellers, and at the same time, although he scolds, but does not punish for the non-fulfillment of other duties by the same employees, 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 big sales from the manager and the department entrusted to him for a product that is not registered in the incentive scheme of sellers. Even if the manager is a highly conscious person, forcing the team to sell a product that is not financially rewarded in any way is akin to trying to redirect an impending tsunami.

In the presence of a clearly defined system of monetary sales incentives, 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 work with the client can be significantly affected if all the products offered 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 consists 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 other than receiving additional commission from the seller, will flourish.

_________________________________________

Daria Plyplina

Head of Sales, Private Bankings, Raiffeisenbank