Aleksey Iyodko
Promsvyazbank, Executive director on personnel staff issues
Some managers are captured by the illusion that in the outer market one can “buy” high class specialists without investing own resources in their development. So, why then illusions? The thing is that in reality two identical banks with identical processes, corporate culture, etc do not exist. In any case the manager needs to devote attention on adaptation, assessment of knowledge and skills of the new employee and for the development of those.
In addition, it is worth minding that professional development is a powerful factor of non-material motivation. The focus on progress of the employees inside the bank enables to create integrated and committed teams. Such specialists bring in a way too greater result and substantially longer cooperation with the bank, which enables to compensate investments made earlier on their training and development.
It is important to stick to the balance of experts with a higher expertise and the young specialists. On obtaining a “ready to go specialist” from the market we perhaps pay more, but the person quickly gears in the work process. Meantime, in case when we “grow” our own specialist he/she much deeper understands the bank processes and is much more loyal to the company. That is why in given case, spending more time at the input of advancement of a specialist we receive not only a professional, but also a fully integrated employee at its output.
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Aleksey Stepanov
Alfa-Bank, Director of Corporate Training and Development
If the question is: -Which is “easier” to do, then the answer would be: - Entice. But that is far away from being more efficient, not cheaper and accordingly not better. However, inside the bank we put our stress on development considering the fact that the bank employee will faster and better enter into the new role as compared with the employee taken from the market.
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Mikhayil Yanchuk
BINBANK, Director of the Department of Strategic and Corporate Management
Both ways are good enough, once they are applied in appropriate situation and time. If a company is at its development startup or walks towards new markets (or market segments) then it would be vital to obtain ready to go qualified specialists, who will quickly come by and launch the required processes. In this case it is more effective to draw “ready right away” employees.
In case if the processes within the company are well settled down and their technology is fine-tuned up to the production line level and the business development rate is moderate, i.e. the company already approaches to the stage of maturity (or is already on its maturity stage of development)-then in that situation it is wiser to grow own personnel drawing from the market only higher and rare-proficiency specialists.
But for front-offices it is always reasonable to prepare own quick replacement personnel.
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