Description
OTP Bank has a long history in the international banking market. The bank was founded in 1949 as a national and state banking institution with the purpose of providing lending and deposit services to customers. As the bank developed, its range of services constantly grew. First of all, it was decided to enter the real estate market. Later, the Bank provided clients with the opportunity to open accounts in foreign currency and carry out foreign exchange transactions. Since 1989, OTP Bank began to function as a universal commercial bank. In addition to retail services, OTP Bank provides services for opening accounts for corporate clients and placing deposits for legal entities, as well as corporate lending and servicing export-import transactions.
1. Introduction to OJSC OTP Bank 3
2. Management 12
3. Introduction to the marketing activities of OJSC OTP Bank 25
4. Characteristics of the problem under study 40
Conclusion 41
List of used literature 42
Applications 43
The work consists of 1 file
table 2
Volume and structure of cash revenue at the enterprise
Consumer loans are issued much more efficiently than cards. This happens because the cards do not yet inspire confidence among customers. Many people simply don’t even know how to use them.
Currently, quite promising areas of banking business are consumer lending, lending to small businesses (banks with access to cheap Western financial resources have a particular advantage), specialization in servicing enterprises of one industry complex (competitive advantage is ensured through maximum understanding of customer needs).
Until very recently, OTP Bank specialized primarily in consumer loans issued at points of sale, such as in KCO in Kostroma. They are issued through agents working at points of sale. In this case, agents can be either bank employees or employees of a trading organization.
The peculiarity of the agent network is that the bank does not seek to enter into agreements with federal-scale retail chains, but relies on local retail chains.
But the position of a narrowly specialized bank focused on unsecured loans to the population no longer suits the new owners. The new team of top managers proposed a plan to the owners to expand the range of products sold, and OTP Bank launched mortgage lending and car lending programs. In the Kostroma region this specialization has not yet been developed.
Foreign economic activity:
The international activities of OTP Group also cover a number of important areas in the areas of financial, insurance, investment and banking business - from asset management to leasing and pension funds.
OTP Bank is part of the international financial group OTP, which is one of the leaders in the financial services market in Central and Eastern Europe and is represented in nine countries: Hungary, Bulgaria, Croatia, Romania, Serbia, Slovakia, Montenegro, Ukraine and Russia.
Using the advantages and based on the European standards of service of the OTP Group, the bank contributes to the strengthening and development of international trade and economic relations.
The Bank offers qualified support for export-import operations in the countries of the OTP Group:
- to open a current account in the countries of the OTP Group, a minimum of documents is required;
- special conditions for urgent international transfers by OTP Express will save your money and time;
- the ability to make payments in rubles with Hungary and Ukraine, as well as in Hungarian forints, euros and US dollars with all other countries in which the OTP Group is represented;
- settlements using letters of credit, which recently, due to the shortage of working capital caused by the crisis, have become widespread as an optimal alternative to advance payments. Confirmation of letters of credit and guarantees between Banks included in the OTP Group will provide the most favorable conditions for confirming obligations and providing post-financing;
- individual strategies for hedging currency risks for your foreign exchange contracts;
- financing of subsidiaries in the countries where OTP Group operates by issuing a guarantee in favor of the Group Bank against the existing credit line of the parent company. Also, any Bank of the Group can act as a collateral agent in the country where OTP Group operates;
- The managers of any Bank that is part of the OTP Group are highly qualified and have thorough knowledge of local tax and legal specifics, which will be an invaluable help for you if you are entering a new market.
For the convenience of interaction between international clients and the Bank, a network of international service units International Desks has been created at the Group level.
Thus, OJSC OTP Bank is growing and developing. Committed to fulfilling its mission and living up to its vision.
Management
The main organizational documents are the charter, job descriptions, and staffing.
The type of organizational structure is linear-functional, that is, for each management function a system is formed from the top to the bottom level.
Advantages:
1) Such a structure creates conditions for the implementation of the principle of unity of command.
2) Clear delineation of functions and responsibilities.
3) Provides extreme control boundaries.
Flaws:
1) Low management efficiency, because information travels a very long way.
2) Low management efficiency - in order to coordinate the actions of lower-level employees, the intervention of a top-level manager is required.
3) Excessive requirements for the knowledge of a top-level manager.
To determine which organizational structure an enterprise belongs to, it is necessary to understand the very concept of structure, organizational structure.
Structure is the structure, the relationship between the elements of the system.
An organizational structure is a set of elements of an object and a governing body interconnected by information connections.
The organizational structure reflects the structure of the management system - the vertical and horizontal relationship between management levels, as well as the number and relationship of structural units within each level.
In the city of Kostroma, the company is represented by a Credit and Cash Office, the main activity of which is consumer lending to individuals.
The enterprise is headed by a manager; the chief specialists in working with 1st, 2nd and 3rd order networks, the chief document management specialist and the head of the security service report directly to him. Maintaining the principle of unity of command, 25 specialists each report to the chief specialist for working with 1st, 2nd and 3rd order networks, and a document management specialist reports to the chief document management specialist. And the head of the security service has one employee subordinate to him. (Picture 1)
The chief specialists in working with 1st, 2nd and 3rd order networks, as well as the chief document management specialist, are middle managers. All of them are subordinate to the director, and they also organize the employees involved in the main activities, i.e. 1st, 2nd and 3rd order specialists. Delegation of powers occurs on the basis of the principle of unity of command, i.e. The director of the KCO gives orders to his immediate subordinates - the main specialists. After this, the director no longer interferes with the work of employees, but only controls their activities. Characteristics of structural divisions are presented in Table 3.
Figure 1. Organizational structure of OJSC OTP Bank
Thus, the director of the credit and cash office is a first or senior manager. The leader forms the goals of the organization and engages in long-term, strategic planning. For example, the introduction of new types of lending to the Kostroma market - a loan for the purchase of a car, a loan for any purpose.
Table 3
Characteristics of structural divisions
Continuation of Table 3
2. Document flow sector |
The procedure for preparation, approval and registration of administrative documents of the Bank |
Timely and professional performance of job duties. Development of instructions on the procedure for working with documents |
Maintaining records of the company's assets. Organization of electronic document management. Implementation and support of banking products for private clients. |
|
| 3. Sector of work with 1st and 2nd order networks |
Upgrading the qualifications of department employees |
Explains the procedure for applying current rules, instructions and other regulatory documents. |
Responsible for the qualifications of employees. Takes part in the development of normative, methodological and instructional materials. |
Continuation of Table 3
Continuation of Table 3
5. Debt management sector |
Ensuring minimization of default. |
Monitors, checks and controls the performance of the service safety at the enterprise measures to ensure safety and protecting the life and health of workers, as well as the property of the enterprise; Requests and studies internal documents of the enterprise defining structure and procedure of the security service; tests the knowledge and professional skills of service employees security; |
Drawing up relevant reports on inspections carried out, violations, shortcomings, etc. identified during the inspection, implementation control over their elimination; Development of recommendations and proposals for improving the security system at the enterprise, including including the introduction of modern technical means and installation equipment and security systems. |
So, from this table it can be seen that there are 9 people working in the office. 23 specialists work at 2nd order retail outlets and 250 specialists work at 3rd order retail outlets.
The calculation period for calculating wages for full-time employees of the Bank and its branches is a calendar month. Wages are paid to the employee at least every half month in the following order:
1. On the 20th day of each pay period, employees of OJSC OTP Bank are paid an advance payment for the first half of the month in the amount of 50 percent of the salary established according to the staffing table. On the 5th day of the month following the billing period, basic payments are made, which consist of the official salary stipulated by the terms of the employment contract (less advance payment), and a bonus based on the results of work for the month based on the order of the President of the Bank (or the Deputy Chairman of the Management Board, acting as his duties during the period vacations or business trips), as well as other one-time bonus payments provided for by these Regulations;
2. Annual basic paid leave is provided to the employee in accordance with the Labor Code of the Russian Federation.
The right to use vacation for the first year of work arises for the employee after six months of continuous work. Based on Article 122 of the Labor Code of the Russian Federation, by agreement of the parties, paid leave can be granted to an employee before the expiration of six months.
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Select a report: |
By bank reliability we mean a set of factors under which the bank is able to fulfill its obligations, have a sufficient margin of safety in crisis situations, and not violate the standards and laws established by the Bank of Russia.
It should be borne in mind that it is impossible to accurately determine the degree of reliability of a bank solely on the basis of reporting, therefore the study below is indicative in nature.
Bank stability is the ability to withstand any external influences. Dynamics over a certain period may show stability (either improvement or deterioration) of various indicators, which may also indicate the stability of the bank.
Joint Stock Company "OTP Bank" is large Russian bank and among them ranks 44th in terms of net assets.
As of the reporting date (November 1, 2019), the net assets of OTP BANK amounted to 168.86 billion rubles. In a year assets increased by 11.10%. Net asset growth negative influenced the return on assets ROI indicator (data as of the nearest quarterly date October 1, 2019): over the year, net return on assets fell from 2.71% to 1.73% .
In terms of services provided, the bank mainly attracts client money, and these funds are sufficient diversified(between legal entities and individuals), and invests funds mainly in loans, and more in loans individuals(i.e. it is a retail credit).
OTP BANK - subsidiary foreign bank.
OTP BANK - has the right to work with the Pension Fund of the Russian Federation
and can attract its funds into trust management, into deposits and savings for housing provision for military personnel; has the right to work with non-state pension funds that provide compulsory pension insurance
, and can attract pension savings and savings for housing for military personnel; has the right to open accounts and deposits in accordance with Law 213-FZ of July 21, 2014.
, i.e. organizations of strategic importance for the military-industrial complex and security of the Russian Federation; to a credit institution authorized representatives of the Bank of Russia have been appointed.
Liquidity and reliability
A bank's liquid assets are those bank funds that can be quickly converted into cash to be returned to their depositor clients. To assess liquidity, consider a period of approximately 30 days, during which the bank will be able (or not be able) to fulfill part of its financial obligations (since no bank can return all obligations within 30 days). This "portion" is called the "estimated outflow." Liquidity can be considered an important component of the concept of bank reliability.
Brief structure highly liquid assets Let's present it in the form of a table:
| Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
|---|---|---|---|---|
| funds in the cash register | 1 775 128 | (8.01%) | 1 923 229 | (6.78%) |
| funds in accounts with the Bank of Russia | 5 020 667 | (22.65%) | 3 236 600 | (11.41%) |
| NOSTRO correspondent accounts in banks (net) | 181 177 | (0.82%) | 158 158 | (0.56%) |
| interbank loans placed for up to 30 days | 9 573 491 | (43.18%) | 16 520 109 | (58.26%) |
| highly liquid securities of the Russian Federation | 5 618 213 | (25.34%) | 6 489 710 | (22.89%) |
| highly liquid securities of banks and states | (0.00%) | (0.00%) | ||
| highly liquid assets taking into account discounts and adjustments (based on Directive No. 3269-U dated May 31, 2014) | 22 168 676 | (100.00%) | 28 355 665 | (100.00%) |
From the table of liquid assets we see that the amounts of funds on hand, NOSTRO correspondent accounts in banks (net), highly liquid securities of the Russian Federation, highly liquid securities of banks and states have changed slightly, the amounts of interbank loans placed for a period of up to 30 days have greatly increased, and have decreased significantly the amount of funds in accounts with the Bank of Russia, while the volume of highly liquid assets taking into account discounts and adjustments (based on Directive No. 3269-U dated May 31, 2014) increased over the year from 22.17 to 28.36 billion rubles.
Structure current liabilities is given in the following table:
| Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
|---|---|---|---|---|
| deposits of individuals with a maturity of over a year | 22 896 455 | (26.04%) | 9 656 033 | (10.03%) |
| other deposits of individuals (including individual entrepreneurs) (for a period of up to 1 year) | 39 866 563 | (45.34%) | 54 198 975 | (56.30%) |
| deposits and other funds of legal entities (for a period of up to 1 year) | 20 745 358 | (23.59%) | 25 217 100 | (26.20%) |
| incl. current funds of legal entities (without individual entrepreneurs) | 13 522 336 | (15.38%) | 15 040 236 | (15.62%) |
| correspondent accounts of LORO banks | 401 218 | (0.46%) | 549 533 | (0.57%) |
| interbank loans received for a period of up to 30 days | 1 174 801 | (1.34%) | 2 809 367 | (2.92%) |
| own securities | 6 483 | (0.01%) | 1 081 | (0.00%) |
| obligations to pay interest, arrears, accounts payable and other debts | 2 840 506 | (3.23%) | 3 827 770 | (3.98%) |
| expected cash outflow | 17 852 630 | (20.30%) | 23 177 290 | (24.08%) |
| current liabilities | 87 931 384 | (100.00%) | 96 259 859 | (100.00%) |
During the period under review, what happened to the resource base was that the amounts changed slightly, incl. current funds of legal entities (without individual entrepreneurs), the amounts of other deposits of individuals (including individual entrepreneurs) (for a period of up to 1 year), deposits and other funds of legal entities (for a period of up to 1 year), correspondent accounts of LORO banks increased, obligations to pay interest, arrears, accounts payable and other debts, the amount of interbank loans received for a period of up to 30 days has increased significantly, the amount of deposits of individuals with a maturity of more than a year, own securities has significantly decreased, while the expected outflow of funds has increased over the year With 17.85 to 23.18 billion rubles.
At the moment under consideration, the ratio of highly liquid assets (funds that are easily available to the bank within the next month) and the expected outflow of current liabilities gives us the value 122.34% what does it say good safety margin to overcome the possible outflow of funds from bank clients.
In correlation with this, it is important to consider the instant (N2) and current (N3) liquidity standards, the minimum values of which are set at 15% and 50%, respectively. Here we see that the standards H2 and H3 are now at sufficient level.
Now let's track the dynamics of change liquidity indicators during a year:
Using the median method (discarding sharp peaks): the amount of the current liquidity ratio N3 and the expert reliability of the bank during of the year tends to significant growth, however, for the last half year tends to decrease, and the amount of the instant liquidity ratio N2 during of the year tends to increase, but in recent times half year tends to fall slightly.
Other ratios for assessing the liquidity of the bank OTP BANK JSC can be seen at this link.
Structure and dynamics of balance
The volume of assets generating income for the bank is 90.29% in total assets, and the volume of interest liabilities is 66.38% in total liabilities. However, the volume of income-generating assets above average indicator for large Russian banks (84%).
Structure income-generating assets currently and a year ago:
| Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
|---|---|---|---|---|
| Interbank loans | 30 873 491 | (22.80%) | 39 190 109 | (25.70%) |
| Loans to legal entities | 17 488 436 | (12.92%) | 18 456 992 | (12.11%) |
| Loans to individuals | 74 215 013 | (54.81%) | 84 034 567 | (55.12%) |
| Bills of exchange | (0.00%) | (0.00%) | ||
| Investments in leasing operations and acquired rights of claim | 3 807 391 | (2.81%) | 3 900 595 | (2.56%) |
| Investments in securities | 6 086 766 | (4.50%) | 8 963 769 | (5.88%) |
| Other income loans | (0.00%) | 177 456 | (0.12%) | |
| Income assets | 135 397 129 | (100.00%) | 152 469 834 | (100.00%) |
We see that the amounts of Loans to legal entities, Loans to individuals, Bills of exchange, Investments in leasing operations and acquired rights of claim have changed slightly, the amounts of Interbank loans, Investments in securities, and the total amount of income-generating assets have increased increased by 12.6% from 135.40 to 152.47 billion rubles.
Analytics by degree of security issued loans, as well as their structure:
| Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
|---|---|---|---|---|
| Securities accepted as collateral for loans issued | 7 512 088 | (6.37%) | 5 746 890 | (4.53%) |
| Property accepted as security | 18 902 180 | (16.04%) | 18 649 487 | (14.69%) |
| Precious metals accepted as collateral | (0.00%) | (0.00%) | ||
| Received guarantees and warranties | 78 254 462 | (66.41%) | 81 694 579 | (64.37%) |
| Loan portfolio amount | 117 843 001 | (100.00%) | 126 916 405 | (100.00%) |
| - incl. loans to legal entities | 11 759 536 | (9.98%) | 12 581 384 | (9.91%) |
| - incl. personal loans persons | 74 215 013 | (62.98%) | 84 034 567 | (66.21%) |
| - incl. loans to banks | 22 332 161 | (18.95%) | 22 890 109 | (18.04%) |
Analysis of the table suggests that the bank focuses on lending to individuals, the form of security of which is mixed types of security. General level of loan security insufficient to repay possible losses associated with possible non-repayment of loans.
Brief structure interest obligations(i.e. for which the bank usually pays interest to the client):
| Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
|---|---|---|---|---|
| Bank funds (interbank loans and correspondent accounts) | 1 576 019 | (1.60%) | 3 358 900 | (3.00%) |
| Legal funds persons | 32 496 332 | (33.01%) | 40 565 587 | (36.19%) |
| - incl. current legal funds persons | 14 143 963 | (14.37%) | 15 171 037 | (13.53%) |
| Deposits from individuals persons | 62 141 391 | (63.12%) | 63 724 207 | (56.85%) |
| Other interest-bearing liabilities | 2 240 293 | (2.28%) | 4 445 054 | (3.97%) |
| - incl. loans from the Bank of Russia | (0.00%) | (0.00%) | ||
| Interest obligations | 98 454 035 | (100.00%) | 112 093 748 | (100.00%) |
We see that the amounts of Individual Deposits have changed slightly. persons, the amounts of legal funds increased. persons, the amounts of funds from banks (interbank loans and correspondent accounts) increased significantly, and the total amount of interest obligations increased by 13.9% from 98.45 to 112.09 billion rubles.
You can consider the structure of assets and liabilities of OTP BANK JSC in more detail.
Profitability
Profitability of sources of own funds (calculated based on balance sheet data) decreased over the year from 9.98% to 5.11%. At the same time, return on equity ROE (calculated using forms 102 and 134) decreased over the year from 12.93% to 8.74%(here and below the data are given in percent per annum as of the nearest quarterly date).
Net interest margin decreased over the year from 13.07% to 10.15%. The profitability of loan operations decreased over the year from 18.87% to 15.40%. The cost of funds raised has increased over the year from 4.80% to 4.98%. The cost of funds of the population (individuals) changed slightly over the year With
Today, almost every citizen of Russia has a credit card. This payment instrument is convenient because it allows you to use borrowed bank funds to pay for goods and services at any time. Of course, the money is issued at a certain interest, which will need to be repaid along with the principal amount of the debt. In this article we will talk about what credit cards OTP Bank offers its clients.
Types of cards
OTP Bank is one of the most popular banks in Russia. He developed several types of credit cards for his clients:
- "Home";
- "Lightning";
- "Understood";
- MasterCard Gold for bank clients.
We will consider their current conditions and tariffs in detail in the table below:
| Credit card name | Interest rate | Annual maintenance cost | Currency | Cashback | Peculiarities |
|---|---|---|---|---|---|
| Home | 0.249 | 1600 rubles, but the first year is free | Rubles | 0.03 | Card The card is designed to pay for family purchases in grocery stores and supermarkets |
| Lightning | 0.199 | For free | Rubles | 0.015 | By paying with a credit card in OTP Bank partner stores, you can get good cashback and bonuses to your account |
| Understandable | 0.269 | For free | Rubles | Not provided | The card does not charge a fee for withdrawing cash from an ATM |
| MasterCard Gold | 0.199 | 700 rubles, but the first year is free | Rubles | Not provided | Designed for existing clients of OTP Bank who have a loan |
Peculiarities
Credit cards from OTP Bank have many undeniable advantages, which explains their popularity. Among them it is worth noting the following:
- a grace period is provided during which interest for the use of credit funds is not accrued;
- allow you to make secure payments on the Internet thanks to 3D-Secure security technology;
- the credit limit can reach 1.5 million rubles;
- the user becomes a participant in the Internet banking system, which allows for a wide range of card transactions online;
- the bank informs about all completed incoming and outgoing transactions on the card by sending SMS messages to a mobile phone number;
- You can cash out anywhere in the world.
Requirements for borrowers
OTP Bank puts forward a number of requirements for potential borrowers. In general, they are standard and look like this:
- the age of the borrower is from 21 to 69 years inclusive;
- citizenship of the Russian Federation;
- availability of permanent registration in the region where there is an operating branch of OTP Bank;
- solvency;
- positive ;
- lack of existing loans.
If the client fully complies with them, then his application for a credit card will be approved.
A credit card is issued using one document – a Russian passport. Pensioners must also provide a pension certificate.
Design rules
A credit card can be issued in two ways: directly at an OTP Bank branch or through its official website. In the first case, the client must contact the nearest office of the financial institution with a passport. The manager will ask him to write an application and fill out a form. The application is reviewed in a short time. If the answer is yes, then you can pick up the finished plastic after 3-5 days at the department. You can also order courier delivery to your address.
If you don’t have time to visit the office of a financial institution, you can submit an application in any convenient place where you have a computer and a stable Internet connection. To do this, on the official website of OTP Bank you need to go to the “Bank Cards” section.
Select the product you are interested in and click on the “Checkout” button.
An online form will open that you need to fill out. A response from the bank will be received within 15 minutes.
So, OTP Bank offers its clients 4 types of credit cards with a credit limit of up to 1.5 million rubles. The current conditions and tariffs are quite favorable, therefore they are suitable for various categories of citizens. To get a credit card you only need a passport.
1. Brief description of the activities of OJSC "OTP Bank"
OTP Bank (former name - Investsberbank) was registered on March 28, 1994 and operates in the market as a universal retail bank.
OJSC Hungarian Savings Bank and Commercial Bank (61.6%);
Invest Oil LLC (15.7%);
Megaform Inter LLC (13.1%);
AllianceReserve LLC (5.0%).
President, Chairman of the Board - Alexey Korovin. Vice President - Georgy Grechko.
Chairman of the Board of Directors - Laszlo Wolf.
The bank has 8 branches and 10 representative offices in Russia.
Full name: Open Joint Stock Company OTP Bank.
Abbreviated name: OJSC "OTP Bank".
Full name in English Open Joint Stock Company "OTP Bank"
Short name in English: OJSC "OTP Bank".
OJSC OTP Bank has the following types of licenses (Table 1).
Table 1 - License information
| Name | № | date of issue |
| A | 1 | 2 |
| 1. General license for implementation banking operations | 2766 | 04.03.2008 |
| 2.License of an exchange intermediary to carry out futures and options transactions in exchange trading on the territory of the Russian Federation (valid until May 27, 2008) | 722 | 27.05.2005 |
| 3.License of a professional participant in the securities market to carry out depository activities | 177-04136-000100 | 20.12.2000 |
| 4.License of a professional participant in the securities market to carry out brokerage activities | 177-03494-100000 | 07.12.2000 |
| 5.License of a professional participant in the securities market to carry out dealer activities | 177-03597-010000 | 07.12.2000 |
| 6.License of a professional participant in the securities market to carry out securities management activities | 177-03688-001000 | 07.12.2000 |
| 7. Certificate of inclusion of the bank in the register of banks participating in the compulsory deposit insurance system | 593 | 10.02.2005 |
| 8.License to carry out transactions with precious metals | 2766 | 20.03.2006 |
| 9.License of the Center for Licensing, Certification and Protection of State Secrets of the FSB of Russia to carry out technical maintenance of encryption (cryptographic) means (valid until December 26, 2010) | 6657Р | 30.01.2009 |
| 10.License of the Center for Licensing, Certification and Protection of State Secrets of the FSB of Russia to distribute encryption (cryptographic) tools (valid until December 26, 2010) | 6656Х | 30.01.2009 |
| 11.License of the Center for Licensing, Certification and Protection of State Secrets of the FSB of Russia to provide services in the field of information encryption (valid until December 26, 2010) | 6658U | 30.01.2009 |
OTP Bank (Russia) is part of the international financial OTP Group, which is one of the leaders in the financial services market in Central and Eastern Europe. OTP Bank is a universal credit organization that provides a wide range of banking services and products for corporate clients and individuals.
OTP Bank is one of the 50 largest banks in Russia, and is a leader in a number of areas of retail lending. In particular, OTP Bank ranks 2nd in the pos-lending market.
OTP Bank is a laureate of the national awards “Financial Olympus 2008” in the category “Potential and Prospect” and “Brand of the Year 2008/EFFIE” for its success in building a brand in the field of financial services
OTP Bank provides customer service through its own network, which currently consists of more than 250 points of various formats, as well as a large-scale network located throughout Russia and numbering more than 13 thousand retail outlets of partner companies for issuing consumer loans. More than 2.6 million clients use OTP Bank's services.
OTP Bank is a participant in the Deposit Insurance System, a member of the Association of Russian Banks, the Association of European Businesses, the National Association of Stock Market Participants, the National Stock Association, the RTS Stock Exchange and the MICEX.
OTP Bank is accredited to participate in competitions of the Deposit Insurance Agency, and is also included in the list of banks whose guarantee can be used to secure Bank of Russia loans. OTP Bank is admitted by the Russian Ministry of Finance to participate in auctions for placing Federal Treasury funds on bank deposits.
Financial stability at level E+, forecast “stable”;
Table 2 - Rankings of OJSC "OTP Bank"
| Position | Description |
| A | B |
| 1) 2nd place | The largest players in the pos-lending market (Kommersant) |
| 2) 17th place | Banks by volume of car loans issued in the 1st half of 2009 (RBC Rating) |
| 3) 21st place | Banks that issued the most loans to individuals as of May 1, 2009 (Profile) |
| 4) 23rd place | The largest mortgage banks in the 1st half of 2009 (RBC Rating) |
| 5) 24th place | TOP-100 most branched banks in Russia in the 1st half of 2009 (RBC Rating) |
| 6) 39th place | Banks by equity capital as of March 1, 2009 (RBC Rating) |
| 7) 42nd place | TOP 500 banks by net assets in the 1st half of 2009 (RBC Rating) |
| Position | Description |
| A | B |
| 1) 8th place | Banks by volume of unsecured loans issued (RBC Rating) |
| 2) 18th place | Top30 banks by volume of consumer loans per outlet excluding representative offices (RBC Rating) |
| 3) 19th place | Top30 banks by volume of consumer loans per outlet (RBC Rating) |
| 4) 21st place | Banks that issued the most loans to individuals (Profile magazine) |
| 5) 22nd place | 30 banks with the largest increase in their consumer loan portfolio (Bankir.ru) |
| 6) 22nd place | 100 largest banks by size of consumer loan portfolio (Bankir.ru) |
| 7) 22nd place | Banks by volume of car loans issued (RBC Rating) |
| 8) 23rd place | The most mortgage banks (RBC Rating) |
| 9) 25th place | Top100 most branched banks in Russia (RBC Rating) |
| 10) 27th place | The most profitable banks (Kommersant - Money) |
| 11) 28th place | Top30 banks by number of ATMs in Moscow (RBC Rating) |
| 12) 29th place | 200 largest banks by the size of time deposits of individuals (Bankir.ru) |
| 13) 30th place | The most retail banks (Kommersant - Money) |
| 14) 30th place | Banks that attracted the most deposits from individuals (Profile magazine) |
| 15) 38th place | 100 largest banks by current account balances (Bankir.ru) |
| 16) 39th place | 200 largest Russian banks by capital (Kommersant - Money) |
| 17) 41st place | 100 largest banks by funds raised from the Bank of Russia (Bankir.ru) |
| 18) 42nd place | 200 largest banks in Russia by assets (Bankir.ru) |
Rating of the international agency Fitch Ratings: 
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Income must be maintained to maintain the standard level of return on assets and investments; the current level of loan repayment must be determined based on the criterion of a decrease in the level of profitability. § 2. Regulation of banking activities using the example of OJSC AK BARS Bank The Bank of Russia is the body for banking regulation and supervision of the activities of credit institutions. Regulation...
Ministry of Education and Science of the Russian Federation
Federal State Budgetary Educational Institution
higher professional education
"Perm National Research
politechnical University"
Faculty of Humanities
Coursework in the discipline
"Management"
Work theme
“Analysis of the personnel management system of OTP Bank”
Performed by Elena Koryagina
Vladimirovna gr.FK 13-B
Checked by Podbelsky N.V.
Ph.D., Associate Professor
Introduction
Part 1. Theoretical aspects of the organization's personnel management system
3 The process of effective management and its main stages
Part 2. Analysis of the organization of personnel management in OJSC OTP Bank
2 Analysis of personnel movement and quality
Part 3. Improving the organization of personnel management at OJSC OTP Bank
Conclusion
Bibliography
Introduction
The creation of a competitive enterprise is always associated with the people who work at the enterprise. The organization of the company's capabilities lies in new management methods and depends on specific people, knowledge, competence, qualifications, discipline, motivation, ability to solve problems, and receptivity to learning. This explains the relevance of this topic.
In order to survive and prosper, an organization needs to have and regularly receive an appropriate number of employees with the appropriate level of skills. The personnel of an enterprise are highly qualified workers who have certain production skills and, as a rule, a high level of skill in their chosen field of activity, who have permanent long-term relationships with the workforce, are of interest to the employer and are not prone to violation of labor discipline or potential turnover, possibly shareholders of the enterprise. In modern conditions, only those firms that carry out strategic planning can “survive”. And this to a large extent concerns the personnel policy of the organization.
The purpose of this work is to develop proposals to improve the efficiency of the personnel management system at OJSC OTP Bank.
To achieve this goal, it is necessary to solve the following tasks:
Consider the theoretical aspect of effective personnel management;
Study the composition of personnel;
Study the professionalism and survivability of personnel;
analyze the personnel management system;
develop proposals to improve the efficiency of the personnel management system at OJSC OTP Bank.
The object of the study is the personnel management system at OJSC OTP Bank.
The subject of the study is to improve the efficiency of the personnel management system at OTP Bank LLC.
The first chapter of the work is devoted to the consideration of theoretical aspects of enterprise personnel management. It examines the concepts and essence of building a personnel management system, its organizational structure, and types of efficiency.
In the second chapter - an analysis of the organization of personnel management in OJSC "OTP Bank"
Part 1. Theoretical aspects of the organization's personnel management system
1 Concept, essence and goals of the personnel management system
The basis of the concept of personnel management currently consists of the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the enterprise. Changes in the economic and political system in our country simultaneously bring both great opportunities and serious threats to each individual, the sustainability of his existence, and introduce a significant degree of uncertainty into the life of almost every person (1; p. 46).
Personnel management in such a situation acquires special significance, since it allows us to implement and generalize a wide range of issues of adapting an individual to external conditions, taking into account the personal factor, in building an enterprise personnel management system. In summary, three factors can be identified that influence people working in an organization.
The first is the hierarchical structure of the enterprise, where the main means of influence is the relationship of power - subordination, pressure on a person from above, through coercion, control over the distribution of material goods.
The second is culture, that is, shared values, social norms, and behavioral guidelines developed by a society, an enterprise, or a group of people that regulate the actions of an individual and force the individual to behave one way and not another without visible coercion.
The third is the market - a network of equal relations based on the purchase and sale of products and services, property relations, and the balance of interests of the seller and buyer.
These influencing factors are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation at the enterprise (2; p. 97).
Personnel management is a functional area of activity, the task of which is to provide the enterprise with personnel at the right time in the required quantity and required quality, their correct placement and stimulation. The goal of personnel management is the formation of efficient teams in which employees act taking into account their own interests and for the benefit of the organization as a whole.
The system of goals for personnel management, on the one hand, must answer the question of what are the specific needs of employees, the satisfaction of which they have the right to demand from the administration, and on the other hand, what goals for the use of personnel does the administration of the organization set for itself and what conditions does it seek for this? create. Only then can we talk about the effectiveness of management at an enterprise if these groups of goals are consistent.
Enterprise personnel management pursues the following goals:
helping the company achieve common goals;
effective use of skills and capabilities of employees;
providing the enterprise with highly qualified and motivated employees;
the desire for the most complete satisfaction of employees with their work, for their fullest self-expression, which makes work at this enterprise desirable.
The main goal - the profit of the enterprise in the personnel management system - is achieved through the satisfaction of human social needs.
Personnel management has two directions: strategic and tactical. As part of the first, it is designed to help ensure conditions for competitiveness and long-term development of the organization based on regulating relations between the organization and employees within the framework of business strategy. Within the framework of the second, current personnel work is carried out: the status and planning of personnel requirements; development of staffing schedules; personnel assessment and selection; planning upcoming personnel movements and layoffs; advanced training, retraining, etc.
2 Organizational structure of the personnel management system
The organizational structure of the personnel management system is a set of interrelated units of the personnel management system and officials.
A number of organizations are creating personnel management services that unite under a single leadership all divisions related to work with personnel (labor safety department, personnel department, professional training department, labor and wages department, social and labor relations department).
The new tasks of personnel management services are to implement personnel policies and coordinate labor management activities in the organization, to change the consciousness of workers, to move from thoughtless execution to social norms based on common economic sense and consumer-oriented products. In this regard, personnel management services begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating work activity, managing professional advancement, preventing conflicts, and studying the labor market (3; p. 8).
An organization's personnel management system is a system in which personnel management functions are implemented.
The organization's personnel management system includes a line management subsystem that manages the organization as a whole, as well as the following functional and supporting subsystems:
personnel planning and marketing subsystem;
recruitment management and personnel accounting subsystem;
labor relations management subsystem;
subsystem for ensuring normal working conditions;
personnel development management subsystem;
subsystem for managing staff behavior motivation;
social development management subsystem;
subsystem for the development of organizational management structure;
legal support subsystem; personnel management system;
subsystem of information support of the personnel management system;
technical support subsystem of the personnel management system.
The personnel management system includes the following main elements:
a group of management staff specialists;
complex of technical means of the control system;
information base for personnel management;
a set of methods and techniques for organizing labor and personnel management;
legal framework;
a set of programs for managing information processes for solving personnel management problems.
1.3 The process of effective management and its main stages
Fig. No. 1. Enterprise personnel management process
Personnel planning
Personnel planning is a system of actions that involves certification, evaluation of personnel performance, competition, continuous training and improvement of personnel, and their succession. Planning is based on the optimal composition of the workforce and the creation of conditions for the successful realization of the personal potential of employees, the use of their skills, experience, and qualifications.
An important stage in personnel planning is determining the need for it, based on the fact that the number and quality of personnel must ensure the long-term fulfillment of the organization’s objectives. The need for personnel depends on many factors, the most important of which are the following: the objectives of the organization, the number of products produced and sold per unit of time, the production technologies used, the organizational structure, individual performance indicators, the volume of work and the structure of working time.
Personnel planning presupposes the unity of strategic, tactical and operational planning. These types of planning are interrelated, but differ not only in terms, but also in tasks.
Personnel selection
Effective personnel selection is based on pre-developed criteria, which most often include data on the required education, experience of the candidate, physical, medical and psychological characteristics of the individual.
There are internal and external sources of recruitment. Internal sources are people already working in the organization, external sources are people outside the organization. These sources must be skillfully combined.
Recruitment, in turn, is divided into four stages: description of the requirements for the candidate, search for a candidate, selection, and the person’s entry to work.
Selection and recruitment are procedures that require financial costs. Costs are determined by such characteristics as cost, time and quality of implementation of all necessary procedures.
Currently, the most common form of contractual hiring of personnel. Contracts with employees can be concluded in the form of employment contracts, in the form of civil contracts and include five elements: labor function, subject of the contract, parties to the contract, terms of work under the contract and terms of payment. When concluding labor contracts, it is assumed that wage issues are regulated, as a rule, in a collective agreement.
Selection and recruitment of personnel is not a one-time campaign, but an ongoing, systematic process. An important factor ensuring such continuity is the procedure for forming a personnel reserve, which represents part of the personnel undergoing systematic training to occupy related jobs of higher qualifications.
Motivation and remuneration of personnel.
In any management activity to improve the production process, the theory of motivation should be used. This is due to the fact that motivation influences the behavior of an individual, in particular his goal-directed behavior. The main reason for the differences in employee behavior is their different needs and goals. Social, cultural, hereditary and work factors influence motivation. In order to understand the motivation system, managers need to find out the needs of their subordinates.
Theories of motivation can be divided into substantive and process theories. Content theories focus on the internal factors of the individual (i.e. needs, goals, motives) that give impetus, direct, support or change his behavior. According to A. Maslow's theory, people have a need for growth and development. The practical implication here is that a motivation program has a greater chance of success if shortages at higher levels of need are reduced. However, the theory of the hierarchy of needs does not satisfy the strict rules of scientific testing and it turns out that an adequately satisfied need can no longer serve as a tool for managers to stimulate employee performance.
K. Alderfer proposed a three-level hierarchy of needs: existence, relatedness and growth. In addition to A. Maslow's idea of a progressive process of need satisfaction, C. Alderfer argued that there is also a regressive process of need dissatisfaction, which plays one of the most important roles of motivation.
Motivation theories are of great importance in motivating staff in the workplace. They require managers to organize work in such a way that it is holistic, that is, leads to a certain result, is assessed by employees as important and deserves to be done, enables the employee to make decisions necessary to complete it, provides feedback to the employee, is evaluated depending on from the efficiency of his work, brought compensation that was fair from the employee’s point of view.
Personel assessment.
The key to effective management is personnel assessment. The main task of personnel assessment is to improve the performance of both individual performers and departments, divisions, and the organization as a whole. Evaluation is carried out by comparing specified performance standards and actual performance. If significant discrepancies between these parameters occur, corrective action is required.
There are three stages of personnel assessment: clarification of job responsibilities, performance assessment and feedback that ensures corrective actions.
A central part of the assessment is the conduct of an assessment interview.
There are three types of interviews: “satisfactory - with promotion”, “satisfactory - without promotion”, “unsatisfactory-corrected”, each of which involves the development of recommendations for the employee being certified. Conducting an interview requires careful preparation and consideration of possible employee resistance to the interview and assessment.
The personnel assessment procedure ends with the preparation of a report, which must include an assessment of the employee’s performance of his job duties in accordance with accepted criteria for the quality of work performed and contain recommendations for eliminating deficiencies and improving qualifications.
Personnel adaptation, professional suitability.
Managing the performance of an organization's employees is impossible without taking into account objective factors that help or hinder the work of personnel. One of the most important factors that significantly increases the productivity of employees in the workplace is professional suitability. It determines the degree of predisposition and readiness of a person for special types of professional activity and consists of the individual psychological characteristics of the individual and the degree of coincidence of the person’s qualities and the requirements imposed by the workplace on the ideal performer.
Individual psychological characteristics of a person are partly laid down from birth, and partly formed in the process of human life. When a person’s psychological characteristics are as close as possible to the specific requirements of the profession, he has more objective prerequisites for high-quality and successful work.
Staff development and training.
Modern organizations must pay a lot of attention to maintaining the performance of their employees, allocating appropriate funds for these purposes. The lack of a system of regular professional development and training for employees leads to obsolescence and wear and tear of the workforce. This means that the existing workforce, due to poor professional training, begins to lag behind modern technologies and is no longer able to work on the latest equipment. This can lead to loss of competitive advantage and even liquidation of the organization.
Advanced training is carried out using various tools and varies in duration and depth of mastering the material. The density of required advanced training varies across industries. In knowledge-intensive industries, engineers and specialists must undergo advanced training at least once every six months. In less intensively developing industries, employee training may be carried out less frequently.
Career planning.
The concept of quarry has many meanings. A career is, first of all, successful advancement in the field of social, official, scientific and other activities. A career involves a progressive change in the skills, abilities and professional opportunities associated with the individual’s activities.
Career planning and development is reflected in the construction of employee career movement maps. There are four main models of career development, which are called career geometry: “springboard”, “ladder”, “snake” and “crossroads”. Career models reflect key patterns of employee advancement within an organization.
The use of various forms of career planning makes it possible to solve many important management problems. The main ones are: reducing staff turnover; education of unique specialists; preparation of a promising reserve for nomination; increasing employee satisfaction with their work, stimulating initiative, team building; improving the organizational culture and improving the psychological atmosphere.
Formation of a reserve of managers and specialists.
The personnel reserve system consists of three main stages: planning, formation of the reserve and work with reservists, at each of which certain work is carried out in order to develop qualified managers from internal personnel reserves and then, when a vacant position becomes vacant, appoint reservists who are most successful have been trained and meet the requirements of the vacant position.
Nomination of employees to the reserve is carried out on the basis of a clear set of criteria. This takes into account not only the employee’s readiness for a new role, but also the results of his previous activities, commitment to the interests of the organization, authority in the team and, finally, the desire of the employee himself.
There are three main forms of training for reservists:
individual training under the guidance of a mentor;
internship in a position at your own or another enterprise;
advanced training depending on the planned position.
Part 2. Analysis of the organization of personnel management in OJSC OTP Bank
1 Characteristics of OJSC "OTP Bank"
The full name of the bank is Open Joint Stock Company "OTP Bank".
Abbreviated name of the bank - OJSC "OTP Bank"
The full name of the bank in English is Open Joint Stock Company "OTPBank".
The abbreviated name of the bank in English is OJSC "OTP Bank".
OTP Bank - until February 2008 Investsberbank - was founded in 1994.
OJSC OTP Bank is a subsidiary bank of the OTP Group, which is one of the largest banking groups in Central and Eastern Europe. The Group's parent bank, OTP Bank Plc., owns 95.9% of the shares of OJSC OTP Bank. OTP Group considers the Russian market one of its strategic priorities.
OTP Bank is a universal bank. At the same time, retail lending is the main business direction of OTP Bank, which includes:
· point-of-sale lending (POS lending). The bank ranks 2nd in this market segment. Lending at retail outlets allows the Bank to diversify geographic risks and provide services to clients throughout Russia;
· credit cards - 4th place in the market. Credit cards are offered to the highest quality POS lending borrowers.
· cash loans. The Bank resumed active lending in this area in 2010.
OTP Bank provides customer service through its own network, which currently consists of more than 200 customer service points of various formats in 71 regions of the Russian Federation, as well as a large-scale network located throughout Russia and numbering more than 10 thousand retail outlets of partner companies for issuing consumer loans. More than 2.6 million clients use OTP Bank's services.
The bank continues its sustainable and dynamic development, its financial position is strengthening, all the main indicators characterizing the bank’s condition are growing steadily.
2. Analysis of personnel movement and quality
In this section, we will analyze the composition of employees by personnel category and illustrate the dynamics of the number of employees. To do this, fill out Table 1, according to the studied documents of the enterprise. We will take all the data for the three previous years, namely 2011, 2012, 2013. After that, we will calculate the coefficients characterizing productivity and the use of labor resources, as well as wages. management personnel personnel
Rational use of enterprise personnel is an indispensable condition for ensuring the uninterrupted production process and the successful implementation of production plans. This largely depends on the correct selection of personnel. After all, it is necessary to take into account many factors in order to obtain a full-fledged cell called a labor collective.
It is the employees who are responsible for communicating with clients, finding the best financial solution, and opening new branches and branches. Thanks to a competent motivation system, a high corporate culture based on modern international standards, today OTP Bank employees are one of the key assets.
The bank's personnel policy was aimed at ensuring the achievement of business goals, staff retention and the creation of a cohesive team of professionals during the bank's reorganization, as well as recruitment of employees in connection with the expansion of the regional network and the active development of new products and services. The number of employees during the year more than doubled - from 5,474 to 12,949 people, which is evidence of the active development of the bank (Fig. 2).
A significant increase in the number of personnel, as well as a clear focus on the strategic goals of OTP Bank, required a significant restructuring and optimization of all personnel management processes.
One of the priority areas in 2012 was working with the bank’s regional network. Network units of various formats (branches, representative offices, credit and cash offices) were provided with comprehensive support in the selection, adaptation, training, assessment and motivation of personnel. Attention was focused on the formation of long-term foundations for optimal cooperation, which is based on a common understanding of strategic development objectives, the use of modern information technologies, effective management, and executive discipline.
Fig. No. 2 - Dynamics of the number of personnel in 2013, people.
The increase in the number of personnel and the need to work with regions led to changes in HR and personnel management technologies, the basis of which was the automation and standardization of internal processes.
Table No. 1
Dynamics of personnel numbers 2011-2013
Indicators Units of measurement 2011201220131. Total number of employees, total people 4974549012965 Including: men 251729715116 women 2457251978722. Number of employees by age groups: people under 18 years 00018-30 years 456150731214831-40 years 2582 5956441-50 years 14114223751-59 years 67860 years and more88851-54 years (women)51051-59 years (men) 16855 years and more (women) 55460 years and more (men) 3343. Number of core personnel, total people 4962547412949 Including: men 2517 297 15 116 of which: managers 8 26 98 4 1 792 specialist workers 7 27 8 5 1 498 operational workers 5 5 7 6 2 4 1 0 9 5 trainees 408 498733women245725197872of which: managers8268272859specialist workers7267261963operational325
The results of the analysis show that the composition of employees by personnel category at OTR Bank OJSC has changed significantly.
As can be seen from the table, the number of personnel in 2012. compared to 2011 increased and amounted to 110.4%, which in absolute terms amounted to 516 people more. And in 2013 the number of employees more than doubled, namely by 7,475 people.
It can also be noted that the proportion of female and male workers is equal. This can be argued by the fact that the organization places great emphasis on the psychological climate of the staff. Thus, the management of the enterprise does not divide the staff into men and women.
In the socio-demographic analysis of the composition of employees, the number of employees aged 18 to 30 years is noticeably higher than other groups, this means that this age range is the most productive, and OJSC OTP Bank sets big goals for young specialists.
Due to the socio-psychological characteristics of young people (life optimism and increased mobility), as well as self-confidence, the loss of a job at an enterprise for such groups is not as significant as for older and less educated workers. The fear of losing a job helps to increase the level of satisfaction with almost all elements of the production situation, in particular, it leads to greater satisfaction with the volume of work performed, living and working conditions in the enterprise as a whole.
For young workers, along with such values as health, personal life, and good leisure, career growth becomes important.
The lack of support staff is due to the fact that all the premises in the Russian Federation in which bank branches are located are rented, and these employees are not the staff of the organization.
Table No. 2
Qualification and professional structure
Indicators Number of people 201120122013 Number, total Including those with work experience in their specialty: more than 10 years of which women/men have passed qualification certification Demand number of workers with experience in their specialty of more than 10 years Qualification coefficient from 3 to 10 years of which women/men have passed qualification certification In demand number of workers with experience in the specialty from 3 to 10 years Qualification coefficient less than 3 years of which women/men have passed qualification certification Demand number of workers with experience in the specialty up to 3 years Qualification coefficient 4974 1004 704/300 260 1477 0.7 1477 821/656 711 1720 0.9 2481 1520/961 820 931 1.05490 1124 805/319 411 1560 0.7 1968 1210/855 1620 2724 0.7 2020 1167/853 682 916 1.012965 2650 00/1250 1000 3050 0.8 3998 1928/2080 2460 4250 0.9 6317 4528/1789 3124 3502 1.0Total qualification coefficient0.70.70.8
From this table 2 it can be seen that the qualifications of workers are quite high and over the course of three years the qualification coefficient has not changed significantly. Due to the fact that the organization constantly conducts training and retraining of specialists, both in universities and within the organization. Throughout the working year, training and educational courses are conducted by the training department.
Table No. 3
Increasing professional education
Indicators Number of people 2011201220131. Total number of operating employees, total Including: with general secondary education with primary vocational education (vocational school, lyceum) with secondary vocational education (technical school, college) with general higher education (bachelor) with special higher education (specialist) 2 .Total number of employees (managers and administrative workers), total Including: with general secondary education with primary vocational education (vocational school, lyceum) with secondary vocational education (technical school, college) with general higher education (bachelor) with special higher education ( specialist) with a registered degree of them: 1. masters (and among them masters of business/public administration) 2. candidates of science (and among them doctors of business/public administration) 3. doctors of science4974 407 481 2361 1088 637 1965 60 102 524 794 351 134 9 12 45490 510 591 2442 1289 658 2058 75 126 536 814 365 142 9 12 412965 2652 3288 4238 1964 823 5965 198 563 1670 238 9 677 468 10 14 7
Judging by the data given in Table 3, the level of education of workers at OJSC OTP Bank has remained virtually unchanged over the three analyzed years.
A large proportion are employees with secondary vocational and general higher education. There is a relationship between education and staff turnover. As the level of higher education increases, the motives for staff turnover change.
Fig. No. 3-Structure by level of education
Table No. 4
Training and advanced training of personnel
Indicators Number of people 2006200720081. Training of new workers and retraining (including training for second and combined professions) Method of training and retraining, total: individual training corporate Payment, total: Including: at your own expense at the expense of the organization Who trained, total: Including including: organization specialists external specialists 357 290 90 200 357 10 300 357 320 37450 364 104 260 450 50 500 450 450 120950 750 385 365 950 350 600 950 680 2702 .Advanced training Method: individual training corporate How is training paid for, only at your own expense organization account Who conducted the training total Including: Organization specialists External specialists 512 431 81 512 431 81 512 81 431620 482 138 620 482 138 620 138 4821250 295 955 1250 295 955 1250 955 295
From this table it can be seen that the training of new employees in the organization occurs through corporate training. And advanced training occurs individually, at the request of the employee, at his own expense.
In connection with changes in the structure of additional offices and priorities for the development of retail lending, the retail sales directorate set the task of training operational and cash personnel and specialists from the sales departments of additional offices, which was successfully implemented in practice. Distance learning has developed significantly, both the number of electronic training courses and the number of employees who have the opportunity to undergo training remotely have increased significantly, the majority of whom work in the regional network.
The bank has successfully implemented a large-scale project to introduce a system for assessing the implementation of key performance indicators (KPIs) among employees of the head office and branches. Over the past period, approximately 1,900 employees took part in the assessment. As part of the KPI assessment, a study of satisfaction with the work of structural divisions (“Service Code”) was conducted; its results are a resource for increasing internal customer focus.
OTP Bank paid great attention to improving the adaptation process of new employees, which is one of the most important elements of personnel policy in any modern business unit.
During the year, clear support for the adaptation process was established: training new employees in basic courses, introducing a new tool - an adaptation training seminar.
With the support of the bank's management, the mentoring system received a new impetus for development, which has become popular in many international companies.
Work has begun on creating a competency assessment system for employees of front departments, which will contribute to the formation of an effective personnel training program and the adoption of consolidated personnel decisions.
The management of OTP Bank pays great attention to social protection and support of its employees. Provides employees with social protection at the level of generally accepted international standards.
In order to develop corporate culture, as well as increase trust and awareness among employees, OTP Bank publishes a corporate newspaper “Our Contribution”. In 2007, in addition to the printed version, an electronic one appeared - now the regional network has the opportunity to timely receive up-to-date and comprehensive information about the current life of the bank.
From the data in Table 5 it is clear that the general situation at the enterprise in 2008 has improved very well compared to previous years. If in 2006 737 people were accepted, and in 2007 1007 people, then in 2008 this number increased to 7575 people. This suggests that, even despite the economic crisis in the country, the organization is gaining momentum. Namely, it is expanding the network of its representative offices.
Table No. 5
Movement and turnover
Indicators Number of people 2011201220131. Employed workers, total Including: by free agency in the target area: universities colleges lyceums in the direction of the employment service upon application to recruiting agencies 737 554 173 69 - - 65 391007 625 382 212 51 - 75 447575 5237 2338 1167 681 - 290 2002 .Employees left, total Including: dismissed for violations of labor discipline due to staff reduction at their own request 728 0 330 398491 0 200 291100 0 0 1003. Of those who left voluntarily, total Including: uninteresting work low salary reason not specified 398 45 55 298 291 15 87 194 100 0 0 100
Analyzing the reasons for the turnover of workers at OTP Bank, it can be noted that a large number of them leave the enterprise due to unsatisfactory wages. In 2012, 32 more people quit for this reason than in 2011.
However, there are also positive aspects. Thus, there were 30 fewer layoffs due to uninteresting work in 2012 than in 2011.
Table No. 6
Frame movement coefficients
Name of indicators Number of personnel 2011 2012 2013 Turnover coefficient for admission0.03970.03430.09 Turnover coefficient for retirement0.05320.04420.08 Staff turnover rate0.01950.01780.05 Staff constancy rate1.0051.0041.45
The management of the enterprise and the personnel training bureau of OJSC OTP should strive to reduce the turnover rate. To do this, it is necessary to increase the level of education of personnel and the degree of their qualifications. It is also possible to improve the system of recruitment and selection of personnel, career guidance and adaptation.
Part 3. Improving the organization of personnel management at OJSC OTP Bank
An analysis of the existing personnel management system at OJSC OTP Bank showed that the existing remuneration system needs to be improved, and attention must be paid to the preparation of a personnel reserve.
An effective remuneration system will be a system that:
carefully developed taking into account the needs of the organization and its employees;
implies responsibility at all levels among managers and ordinary employees;
developed, established and maintained with the participation of employee representatives.
But the remuneration system will stimulate staff motivation if it is perceived by the organization’s personnel as fair. When it comes to pay, fairness means paying employees fairly. Injustice in any form can lead to problems in the moral climate. If employees feel they are not being paid fairly for their work, they may quit. Employees who do not leave but are slowing down the organization's efforts can cause even greater harm to the business. In any case, the results of the organization's activities as a whole are damaged.
The first step in organizing work on training a personnel reserve is the development of regulations on the preparation of a personnel reserve.
Working with reserves involves:
analysis of reserve requirements;
formation and compilation of a reserve list;
candidate preparation;
Analysis of the need for a reserve consists of the need to determine the current and future need for a reserve and the optimal size of the personnel reserve. Further work consists of creating a reserve list.
Formation and compilation of the reserve list includes:
creating a list of candidates for the reserve;
creating a reserve for specific positions
In the process of forming a reserve, it is necessary to determine
who can and should be included in the lists of candidates for the reserve;
who from those included in the lists must undergo training;
To form a reserve, as a rule, it is not enough to select employees capable of promotion - it is important to properly prepare them for the position and organize promotion. Professional training can take place under the guidance of a superior manager, in the form of an internship in a position, in advanced training courses, etc. An individual training program must be drawn up for each candidate, including theoretical and practical training, as well as tasks to improve the level of knowledge, skills and abilities.
The personnel reservation system will solve the following problems:
will provide the service with the necessary composition of managers and specialists;
staff motivation;
achieving greater flexibility in the use of personnel;
improving human resources;
ensuring process continuity;
ensuring personnel career management.
Conclusion
As a result of the study, it was revealed that OJSC OTP Bank successfully carries out its activities.
The organization's staff is young, proactive and ready to constantly learn. Despite their youth, the employees are quite competent in their field of activity. All conditions have been created for employees to expand their horizons of knowledge.
The staff turnover rate is 5%. The coefficient is within the norm of natural staff turnover.
From the beginning of 2015, it is planned to recruit personnel in connection with the opening of 6 new credit and cash centers.
The main problem at the enterprise is staff dissatisfaction with the level of wages and the lack of a personnel reserve. The main factor in wage growth at an enterprise is the inflation rate. The enterprise needs to develop a new remuneration system that will ensure a decent standard of living for employees and members of their families, and will also help increase worker productivity. The team at the bank is young and most of the employees have small children and study part-time at higher educational institutions, which is the prerequisite for creating a personnel reserve.
In such a situation, when the capabilities of modern personnel management are significantly expanding, the employees themselves are changing. Along with the increasing level of professionalism, they begin to be more selective in their choice of place of work. There is a desire for greater self-expression, advanced training, and predictable professional and career growth. Taking these trends into account and using them correctly is the main task of the enterprise personnel management system.
Bibliography
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Desler G. Personnel management. - M.: Binom, 2005.
Sheil P. personnel development manual / Trans. from English St. Petersburg, 2006.
Kibanov A.Ya., Zakharov D.K. Formation of a personnel management system. - M.: GAU, 2007.
Annual reports of OJSC "OTP Bank" for 2011,2012,2013.
Peresvetov Yu.V., Karpycheva M.V., Ivanova E.A. Management. Lecture course. -M: MIIT, 2010. - 176 p.
Afonasova M.A. Management: Textbook. Tomsk: Tomsk Interuniversity Center for Distance Education, 2005. - 251 p.
Fundamentals of Management / Ed. A. I. Afonichkina. - St. Petersburg: Peter, 2007. - 528 p.
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Shirokova G.V. Organizational change management. -M., 2005.
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