CC BY
25IMPROVING THE METHODS OF RECRUITING AND EFFECTIVE USE OF EMPLOYEES IN THE
BANKING SECTOR
Adilov B.
Associate Professor of the Department of Regional Economics and Management of the Faculty of Economics of the National University of Uzbekistan named after Mirzo Ulugbek, Candidate of Economic Sciences.
Mukhammadiev S.
National University of Uzbekistan named after Mirzo Ulugbek, Faculty of Economics, 2nd year master's
student in the specialty "Human Resource Management"
Abstract
The selection of workers must be carried out rather carefully, since the quality of human resources largely determines the possibilities and efficiency of subsequent use. The work of the banking sector is inevitably associated with the need for staffing. At the same time, one of the central tasks is the selection of personnel. The selection of new employees is not only intended to ensure a normal functioning regime, but also lays the foundation for the future success of the bank. The quality of human resources, their contribution to achieving the goals of the organization and the quality of customer service or the services provided, largely depends on how effectively the work on the selection of personnel is delivered. To develop an effective methodology for the selection of personnel in a commercial bank, it is necessary to clearly understand the peculiarities of labor in the banking sector, and, accordingly, the requirements put forward in connection with them to candidates for vacant positions.
Keywords. Bank, specialist, staff, banking, client.
Due to the observed personnel shortage in most areas of activity, personnel selection is becoming the leading function of the personnel management system, which provides the organization with a competitive advantage. Due to this situation on the market, high requirements have been formed for the professional, social and psychological characteristics of candidates, which are the main criteria for the selection and recruitment of new specialists. And now the management of any bank or company understands that not only the current well-being of the bank, but also the atmosphere within the team, the prospects for the bank's development, and much more depend on personnel.
In the modern world, the presence of a cohesive, well-organized and effectively managed team is based on the formation of a certain, constantly developing and improving personnel management system, which is based on both a strategic component and a tactical one. At the same time, an important part of such a system is the system of selection, selection and recruitment of personnel. This is the second (after planning) element of the personnel management system, on the effectiveness of which the subsequent adaptation and effective work of personnel for the good of the company and their professional development in the team depend.
The activities of the personnel are subordinated to the peculiarities of the banks conducting their business. The requirements for bank personnel have also changed. A more preferable candidate for a job in a bank is now a creative person who can inspire a team than an ordinary person with a diploma. For modern bank employees, both an understanding of the role of financial institutions in the functioning of market relations and awareness of the importance of specific banking proposals and the needs of the market are necessary. Moving from one banking institution to another for the purpose of career growth has also become commonplace, whereas previously such recruitment was not at all welcomed. With the change in the type of work in banks, the type of workers required has also changed.
Now employees who are not able to work well are valued, but those who cannot work poorly. At the same time, the level of specialization of bank employees is quite high, so they cannot be able to do absolutely everything. Employee behavior is essential to the success of a bank when dealing with clients. The attitude of the employee to his work plays a special role, because it affects his behavior when dealing with clients. For modern banking workers, it is necessary to be able to represent specific banking products offered by the institution (opening an account, applying for a loan, selling a certificate). There is a special demand for people who can answer customer questions. The higher the professionalism of an employee, the better he understands the 12 products offered by the bank. Therefore, another essential requirement for the modern banker is the constant study of new materials. He can sell a banking product convincingly only when he knows all the benefits and risks associated with it. In addition, bankers must have a predisposition to positively interact with customers and conduct conversations. It is the ability of an employee to establish partnership, trusting relationships with a bank client. Good nature and politeness, tact and sensitivity, the desire to help - this is what the client expects, and bank employees should give it to him. According to the results of many sociological studies, the following social factors play an important role for successful work in the banking sector -Figure 1, such as gender, age category, education, marital status, system of social ties. This is reflected in the structure of requirements for the main social factors in the selection of bank employees. Modern banking Social factors important for recruitment Gender Age Education Marital status Employees increasingly see themselves as inspirers of work collectives, rather than as overseers. In this regard, the growth rate of the number of women in managerial positions in banks abroad is twice as high as that for men. The basic principle of selection and placement of personnel is considered to be: "The right person, at the right time, in the right place."
A comprehensive approach is required to select high-quality personnel that meet the company's requirements. To effectively include the personnel selection system in the organization management process, you need to fulfill a number of conditions:
- It is necessary to plan the personnel policy of the company, first of all, corresponding to the strategic goals. This will allow the systematic implementation of measures to improve the staff of the organization.
- Alternative, attracting the largest number of applicants to each vacancy.
It is important to take into account not only the professional qualifications of the candidate, but also its ability to integrate into the cultural - social life of the organization. A company can lose more than it gains if it hires a technically qualified candidate who is unable to build good relationships with colleagues, customers and suppliers, and possibly undermines the established norms and order in the organization. It is necessary to take into account all the requirements of labor legislation and ensure a fair approach to each candidate and applicant for an open vacancy11 .
- When selecting, you need to focus on the strengths, and not on the weaknesses of the person. In nature, there are no ideal candidates, it is necessary to look for the most suitable for a given vacancy. If several candidates in a row do not meet the requirements, the selection is terminated, since, most likely, these requirements are overestimated, and they need to be revised.
- Refuse to hire new employees if there is no need for them, regardless of their qualifications and personal qualities.
- Organize the search for a candidate who meets certain requirements for the content of work (education, experience, length of service, competence, health status, etc.).
- Focus on the most qualified personnel, but not higher qualifications than the workplace requires12 .
Next, we will focus on the selection criteria. Determining the criteria by which candidates are evaluated and recruited is fundamental to successful recruitment. It is necessary to clearly formulate on the basis of what criteria the candidates will be evaluated. Or should it just be a conscientious executive person, without very high requirements for his professional qualifications?
There are a number of requirements that must be met when forming the selection criteria:
- validity - (from Latin yamm - strong) the degree of compliance indicator to the concept that it is intended to reflect13;
- reliability;
- completeness;
- necessity and sufficiency.
The following main methods of determining the selection criteria have been formulated:
1. Allocation among the employees of the organization working in a certain position, a group of successful and a group of unsuccessful employees. A detailed survey allows you to establish indicators for which there are significant differences between the compared groups. These indicators can then act as selection criteria.
2. The most important indicators necessary for successful work in a given position are highlighted on the basis of an analysis of job descriptions and job requirements.
3. Expert assessment, when the criteria are proposed based on the experience or intuition of a specialist (group of specialists) who are well acquainted with both selection methods and requirements for a position, for work. The recruitment process is a system consisting of subsystems among which one can distinguish: search, selection and recruitment (hiring). Subsystem components can also be thought of as steps in a recruiting system. This multi-stage process in each organization is maintained individually, in order to reduce the time for selection and improve the quality of the selected candidates. Recruiting quality personnel has become the primary goal of any organization. After all, as they say, "Cadres decide everything." In our case, the enterprise rests on them. Providing itself with talented, qualified and motivated specialists, the company will get the most advantageous position in the competitive market. It should always be remembered that recruiting is a multi-stage, systematic, ongoing work based on scientific and methodological principles and the qualifications of HR specialists. For successful recruitment, you need to start by defining the criteria and principles of recruiting, on which the entire process will be based and which will help in deciding on the positive aspects of applicants. In the process of forming selection criteria, the main thing to remember is compliance with the following requirements: validity, reliability, completeness, necessity and sufficiency of the criteria.
References
1. Alaverdov A.R. Personnel management in a commercial bank. M.: Somintek, 2017. Pp. 255.
2. Balabanov I.T. Fundamentals of Banking Management. Finance and Statistics, 2005. p. 157.
3. Bondarev A. Cadres are everything. Banking technologies. 2017. No. 7. pp. 56-61.
4. Volodko V.F. International Management. M.: Amalfeya, 2019. p. 116
11 Magura, M.I. Search and selection of personnel. [Text]: a handbook for entrepreneurs, managers, managers and specialists of personnel services / MI Magura. - 2nd ed. revised And add. - M .: ZAO Business School Intel-Synthesis, 2001. -P.150.
12Egorov, S.N. Personnel Management. [Text]: textbook. for universities / S.N. Egorov. - Penza: PSU, 2004 .-- P. 34. 13 Service of thematic explanatory dictionaries. [Electronic resource]. - Access mode: http://www.glossary.ru/cgi-bin/gl sch2.cgi? RCgroktuxy. free. - Title from screen.
