Employee Engagement as a Leading Success Factor for a Modern Bank
The main asset of banks is staff. Attracting and retaining workers of mass specialties directly involved in client work becomes an increasingly difficult task due to the “demographic pit” of the 1990s. Banks are faced with the task of maintaining operational efficiency, minimizing operational risks...
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North-West institute of management of the Russian Presidential Academy of National Economy and Public Administration
2020
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oai:doaj.org-article:3d5f8175ae594a41b5731296e480aed92021-11-12T10:46:11ZEmployee Engagement as a Leading Success Factor for a Modern Bank1726-11391816-859010.22394/1726-1139-2020-3-89-98https://doaj.org/article/3d5f8175ae594a41b5731296e480aed92020-04-01T00:00:00Zhttps://www.acjournal.ru/jour/article/view/1366https://doaj.org/toc/1726-1139https://doaj.org/toc/1816-8590The main asset of banks is staff. Attracting and retaining workers of mass specialties directly involved in client work becomes an increasingly difficult task due to the “demographic pit” of the 1990s. Banks are faced with the task of maintaining operational efficiency, minimizing operational risks and high standards of sales and customer service, which can be realized by highly loyal personnel. To study and measure this emotional connection between employees and organizations, regular measurements of the employee engagement index are carried out, covering all aspects of work in the company. Surveys help identify areas of development in employee involvement and make the right management decisions that are important for this category of bank personnel.The subject of the article is the systematization of definitions, requirements and approaches to the involvement of bank employees and to the interpretation of the results of its research in the context of the organization and its strategy.The aim of the article is to establish a direct relationship between the strategy, organizational effectiveness and employee involvement within the framework of the 7S concept, systematize theoretical approaches and formulate a single definition of personnel involvement, justify the need to increase employee involvement for the bank, identify the factors of involvement and groups of bank personnel to which they are applicable, analysis the mechanism of answers to questions from employees and the performance matrix and possible measures of managerial impact as a result there is a survey and their interpretation.The argument is justified that the effectiveness of the organization in the implementation of its strategy directly depends on the involvement of staff; the system of compensations and benefits is the most important driver of involvement with employees of retail mass specialties (initial in a career).Conclusion: although the involvement factors cover all aspects of working in a bank, for mass workers (initial positions in a career) engaged in client work, the remuneration and benefits factor affects everyone else and is cross-cutting.A. S. ArtamonovNorth-West institute of management of the Russian Presidential Academy of National Economy and Public Administration articleemployee engagement7s mckinseymotivationstaffbankingPolitical institutions and public administration (General)JF20-2112ENRUУправленческое консультирование, Vol 0, Iss 3, Pp 89-98 (2020) |
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DOAJ |
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DOAJ |
| language |
EN RU |
| topic |
employee engagement 7s mckinsey motivation staff banking Political institutions and public administration (General) JF20-2112 |
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employee engagement 7s mckinsey motivation staff banking Political institutions and public administration (General) JF20-2112 A. S. Artamonov Employee Engagement as a Leading Success Factor for a Modern Bank |
| description |
The main asset of banks is staff. Attracting and retaining workers of mass specialties directly involved in client work becomes an increasingly difficult task due to the “demographic pit” of the 1990s. Banks are faced with the task of maintaining operational efficiency, minimizing operational risks and high standards of sales and customer service, which can be realized by highly loyal personnel. To study and measure this emotional connection between employees and organizations, regular measurements of the employee engagement index are carried out, covering all aspects of work in the company. Surveys help identify areas of development in employee involvement and make the right management decisions that are important for this category of bank personnel.The subject of the article is the systematization of definitions, requirements and approaches to the involvement of bank employees and to the interpretation of the results of its research in the context of the organization and its strategy.The aim of the article is to establish a direct relationship between the strategy, organizational effectiveness and employee involvement within the framework of the 7S concept, systematize theoretical approaches and formulate a single definition of personnel involvement, justify the need to increase employee involvement for the bank, identify the factors of involvement and groups of bank personnel to which they are applicable, analysis the mechanism of answers to questions from employees and the performance matrix and possible measures of managerial impact as a result there is a survey and their interpretation.The argument is justified that the effectiveness of the organization in the implementation of its strategy directly depends on the involvement of staff; the system of compensations and benefits is the most important driver of involvement with employees of retail mass specialties (initial in a career).Conclusion: although the involvement factors cover all aspects of working in a bank, for mass workers (initial positions in a career) engaged in client work, the remuneration and benefits factor affects everyone else and is cross-cutting. |
| format |
article |
| author |
A. S. Artamonov |
| author_facet |
A. S. Artamonov |
| author_sort |
A. S. Artamonov |
| title |
Employee Engagement as a Leading Success Factor for a Modern Bank |
| title_short |
Employee Engagement as a Leading Success Factor for a Modern Bank |
| title_full |
Employee Engagement as a Leading Success Factor for a Modern Bank |
| title_fullStr |
Employee Engagement as a Leading Success Factor for a Modern Bank |
| title_full_unstemmed |
Employee Engagement as a Leading Success Factor for a Modern Bank |
| title_sort |
employee engagement as a leading success factor for a modern bank |
| publisher |
North-West institute of management of the Russian Presidential Academy of National Economy and Public Administration |
| publishDate |
2020 |
| url |
https://doaj.org/article/3d5f8175ae594a41b5731296e480aed9 |
| work_keys_str_mv |
AT asartamonov employeeengagementasaleadingsuccessfactorforamodernbank |
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