Training and assessment of personnel in the controlling system. The essence, goals, objectives and functions of personnel controlling. Controlling is necessary to consolidate the company’s business positions

The concept and essence of personnel controlling

Definition 1

Personnel control is a concept personnel management organization that strives to conform to the new, in Lately significantly increased role of human resources in the enterprise. It should be noted that the importance of human resources has recently increased in all fields of activity due to numerous changes in society and technology.

Personnel controlling is a system of intra-company control and planning in the field of work with human resources, with the help of which the planned strategies of the organization are “transformed” into specific activities and planned values, and also the basic provisions for personnel management are formed.

Personnel control includes the development of tools to ensure factors for increasing labor productivity in the organization. The key task of personnel controlling is to carry out constant monitoring and feedback between planning systems and analysis of plans, as well as deviations from them.

Personnel controlling functions

The personnel control system includes the following functions:

1. Information-supporting function. It consists in building information system, which covers all the important and necessary information: personnel costs, productivity, etc. This function is implemented by creating a database of working personnel in the organization, with the ability to generate reports.
2. The planned function of personnel controlling is to obtain forecast, normative and target information, for example, determining the organization's need for employees (skill level, quantity) to produce new products.
3. Executive function Personnel controlling is the development of a number of proposals aimed at eliminating negative trends. So, for example, when an unexpected deviation occurs between actual and planned training costs per employee per year, in this case, the personnel controlling service sends its recommendations for making adjustments to plans and budgets to the financial department and the human resources department.
4. The control and analytical function of the personnel controlling system is the measurement of the level of goal achievement, the analysis of actual and planned indicators for the organization’s personnel. When the identified deviations do not fall outside the range determined by the controlling department, there is no need to apply control actions. If a reverse trend is observed, the personnel controlling service reports alarming trends to the relevant departments of the enterprise. For example, when personnel turnover at an enterprise falls within the acceptable limits (4-5%), but there is a tendency towards an increase in the indicator, then it is necessary to inform the personnel management about this.

Tasks of personnel controlling

To implement the above functions, the personnel controlling service needs to solve a number of key tasks:

• provide information, services and services to the head of the human resources department;
• Conduct an audit of the effectiveness of the use of the organization's personnel for the reporting period (usually once a year). This assessment is carried out by the management of the enterprise on the basis of tools and techniques that are developed by the controlling service;
• determine personnel requirements in various aspects (strategic, operational and tactical). These calculations are carried out by the personnel controlling service based on the organization’s plans and reporting: operational and strategic plans, types and quantities of products, market segments;
• carry out development, stimulation, selection and dismissal of employees, as well as manage personnel costs.

Human resource management covers the main phases of management. To effectively perform a function that ensures competitiveness, a personnel control system is developed. Read more about creation and implementation in the article.

From the article you will learn:

Personnel controlling: functions and tasks

Personnel controlling is a system of intra-company planning and control in the field of working with human resources. It allows you to transform strategies into planned values, specific activities, and formulate regulations for personnel management. Personnel control involves the development and provision of tools to ensure labor productivity.

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Rules for collecting information for management accounting and personnel controlling

When assessing employee performance, use both quantitative and qualitative indicators. Use different instruments. Quantitative comparisons concern employee performance indicators. Qualitative ones reflect the degree of loyalty and level of satisfaction.

To evaluate and measure quality indicators, use fuzzy set tools and methods, verbal expert assessments, and interval data. It is advisable to use verbal assessments when it is impossible to measure a phenomenon. To establish direct and indirect relationships between the results of the organization’s activities and employee data use tools and methods of correlation and regression analysis. They determine the quantitative relationship between indicators, set goals, and tasks for personnel control.

Personnel controlling is a modern concept of personnel management, striving to comply with the new, significantly increased role of human resources in the company (enterprise). The role of human resources in all fields of activity has increased in recent times due to numerous changes in technology and society.

Personnel Controlling is a system of intra-company planning and control in the field of work with human resources, which helps to “transform” strategies into planned values ​​and specific activities, as well as to formulate the basic provisions for personnel management of the enterprise.

Personnel control involves the development and provision of tools to provide increasing factors labor productivity at the enterprise. The main task of personnel controlling is to provide constant feedback between planning and analysis of plans and deviations from them.

The following are distinguished: main functions of personnel controlling :

- Information support function- this is the construction of an information system that covers all the necessary information: productivity, personnel costs, etc. This function is implemented, as a rule, by creating a personnel database at the enterprise, with the ability to generate reports.

- Scheduled function- this is the receipt of forecast, target and regulatory information, for example, determining the need for employees (number, skill level) for the release of new products.

- Executive function- is the development of proposals to eliminate negative trends. For example, if a deviation occurs between planned and actual training costs per employee per year, the personnel controlling service makes recommendations to the human resources department and the financial department to adjust the corresponding plans and budgets.

- Control and analytical function- this is a measurement of the degree of achievement of the goal, analysis of planned and actual indicators for personnel. If the deviations do not go beyond the interval calculated by the controlling department, then control actions are not needed. But if the opposite trend is observed, then this service contacts the relevant departments of the enterprise and reports alarming trends. For example, if staff turnover remains within acceptable values ​​(4-5%), but there is a tendency towards its growth, then it is necessary to signal this to the personnel management.

To implement the above functions, the personnel controlling service must solve the following tasks :

• provide information, service and favors to the boss HR department;
• check the efficiency of personnel use for the reporting period (usually once a year). The assessment is carried out by the management of the enterprise on the basis of methods and tools developed by the controlling service;
• determine personnel requirements in strategic, tactical and operational aspects. These calculations are carried out by the personnel controlling service based on the following data: strategic and operational plan, types of products (services), their quantity, market segments;
• carry out development, selection, stimulation and dismissal of employees, as well as personnel cost management.

Consideration of personnel controlling as a system object requires clarification of the following parameters:

• goals of controlling personnel and their hierarchy;
• list of elements that make up the system;
• connections between elements (mechanism of functioning and development);
• requirements for personnel controlling as a system;
• connections between personnel controlling and external environment(clarification of the influence of factors on changes in the personnel controlling system, its inclusion in the corporate controlling system).

Since personnel controlling is an integral part of company-wide controlling, its goals should not contradict the activities of the organization, but, on the contrary, be derived from its goals.

This is especially important since the coincidence of the goals of organizational management and personnel management is a general parameter of efficiency: since the personnel management system is an integrated part of the enterprise management system; its effectiveness is determined by the final result of the organization's activities.

In personnel controlling, which is part of the controlling of the enterprise as a whole, operational and strategic directions(Table 1).

Strategic personnel controlling connects prospects in the field of human resources with the company's management strategy. For example, if it is planned to enter new markets and improve product quality, then measures should be planned to attract (train) highly qualified specialists.

Operational control of personnel implements tactical measures, focusing on strategic goals. At the operational level, the priority is to achieve economic efficiency use of frames.

For example, indicators such as output per person in rubles or physical units (tons, meters, etc.), personnel costs in the structure of production or total cost, cash flow per employee, etc. are measured and evaluated.

An integral part of all of the above tasks is working time control (it must be consistent with other personnel control measures).

Main directions of working time control :

• setting goals, for example, reducing lost working time in production by 10% within two years;
• collecting current information about activities, for example, reasons for absenteeism or low productivity, etc.;
• presenting results to management, participating in discussions and making proposals;
• implementation of feedback by asking employees about what, in their opinion, the company's top officials need to do to increase labor productivity and reduce the loss of working time. For example, the main reason for absenteeism may be the low prestige of work and workers are not afraid that they will be fired, since it is difficult to find new employees for these jobs;
• discussion of the results of the activities carried out in terms of their compliance with the goals.

When assessing staff performance, both quantitative and qualitative indicators are used. It is advisable to use various tools, for example, quantitative assessments may relate to such indicators of personnel performance as cash flow per employee; qualitative - the degree of staff loyalty to management, the level of satisfaction with the organization of the workplace.

To measure and evaluate quality indicators in the personnel controlling system, you should approach the selection of assessment methods informally. It is advisable to use methods and tools of fuzzy sets, interval data and verbal assessments of experts.

For example, measuring the average age of staff by calculating the arithmetic mean is not entirely correct. It may turn out that the received figures will not correspond to a single person in the enterprise. If half of the employees are 25-30 years old, and the rest are 50-60 years old, then the average age will be approximately 40 years old, while such people do not work in the company at all. Therefore, it is more correct to determine the average age interval; in this case, it will be 30-50 years.

Verbal (word) assessments should be used when a phenomenon is difficult to measure. For example, the level of responsibility of employees cannot be represented in numbers - it is usually characterized as “low”, “medium”, “high”, etc.

To establish the relationship between the results of an enterprise’s activities and personnel data, it is worth using methods and tools correlation and regression analysis , when a quantitative relationship is determined between indicators, for example, employee productivity (output per unit of time) and qualifications or work experience.

All information about personnel in the personnel controlling system is collected into a single database, structured and documented. It serves to receive, accumulate, process, evaluate and transmit data about personnel and jobs.

Documentary support for controlling personnel assumes:

• Formulation of activity goals. Defining and clearly articulating goals is a necessary prerequisite for using controlling technology. Targets for department management can, for example, come in the form of a decision from a higher level of company management.
• Reflection of these goals in the indicator system. The indicator system serves as a kind of coordinate system in which a goal is set in the form of target indicator values.
• Planning activities and determining planned (target) values ​​of indicators. The action plan is reflected as a trajectory towards the goal, unfolded over time.
• Regular monitoring (measurement) of actual indicator values. Monitoring the execution of the plan is carried out by measuring the actual values ​​of indicators regularly and repeatedly during the planning period.
• Analysis and identification of reasons for deviations of actual indicator values ​​from planned ones.
• Making management decisions on this basis to minimize deviations.

The personnel controlling service can be positioned within the enterprise in the following way:

• as part of a centralized controlling service. In this case there is danger of that that its management, focused more on economic and financial indicators and reporting, will not allow creating a personnel control system that takes into account the characteristics of personnel management;
• as a headquarters structure reporting directly to the top officials of the company;
• be part of the personnel department with the same rank in the management hierarchy, such as, for example, the development service. However, there is a danger that personnel controlling will lose its special role of coordination and information support other departments in the field of employee management;
• as a headquarters structure reporting directly to the head responsible for the personnel of the enterprise.

It should be noted that personnel controlling should not turn into a centralized and standardized system, limited only to monetary indicators from financial and management accounting.

The personnel controlling department also needs to use in its work the physiological and socio-psychological characteristics of employees, which should contribute to increased objectivity in measuring and assessing the main resource - the enterprise’s personnel.

Personnel control, as one of the most important components of the overall personnel management system of companies, began to be implemented relatively recently. The work scheme, common to modern controlling, was used within enterprises before, but it was not as efficient, high-quality and efficient as possible. In such conditions, the integration into the management policy of enterprises of methods that ensure proper control of personnel has become a smart step towards improving the personnel strategy of business entities.

Smart human resource management

Since many enterprises began to test the experience of implementing controlling in the personnel management system quite recently, this area of ​​​​activity can well be called an innovation in management policy. Given this state of affairs, it is necessary to understand in detail what the essence of personnel control is, what are the key goals of this system.

The personnel control system is aimed, first of all, at creating an effective, well-thought-out human resource management strategy within the enterprise. After all, what is human resource? This is the most difficult component from the standpoint of competently building management. Personnel levers are so complex to manage (a person is not a machine, managing him is an entire art; it is not for nothing that there is a concept of the so-called “human factor”) that special mechanisms and well-thought-out methods are needed to build approaches in this area. That is why there is an urgent need to introduce a personnel monitoring system at enterprises, which allows creating a high-quality management climate.

The goals of such a system (we list here only the main components, noting that this model, due to its scale and multi-stage nature, has a whole set of corresponding goal-settings) are planning a personnel strategy and exercising “total” control over its implementation. Competent controlling is structured so that these two main target components are closely related to each other and, as they say, “work” well for each other.

It is important to emphasize here that monitoring the work of personnel and taking into account all strategically significant issues related to this area of ​​activity is necessary for the top management of companies. That is, for the heads of enterprises, as well as for senior representatives of the management “top”. With the help of controlling mechanisms, top managers and senior specialists develop a personnel management policy, implement these mechanisms into the overall system of the enterprise, clearly monitor the effectiveness of the implemented system, and identify shortcomings and bottlenecks. They also model and modernize personnel policies, taking into account identified shortcomings in methods of working with the team.

In short, HR controlling is a service option for management. Using it, top managers can efficiently coordinate and regulate personnel strategy, and competently build a line for organizing working time.

Controlling is necessary to consolidate the company’s business positions

In addition to purely utilitarian ones, controlling also has more global goals. Through management tools labor resources you can strengthen the business reputation of the enterprise. How?

By building HR management “smartly”, in accordance with modern requirements and a set of innovative trends, the manager creates a good microclimate within the enterprise team.

Firstly, psychological. Secondly, the worker himself. Working in comfortable psychological conditions, in the necessary working rhythm, consistent with the goals and objectives of the enterprise, team members ensure high labor productivity and decent performance indicators professional activity. In a clearly regulated work system, there is no place for such negative phenomena that are characteristic of the practices of companies that run counter to modern personnel requirements, such as production incidents, downtime, work failures, dissatisfaction of team members with each other, etc.

As a result, a well-functioning team ensures not only the implementation of the activity plans outlined by management, but also creates a new “face” of their company - with a decent business reputation, a wide range of reliable business partners (confident in the quality and mobility of their counterparty’s work), high level competitiveness, confident conquest of new specialized markets. And also long-term successful development of their professional activities.

How to build a “human capital” management model?

This question, if we keep in mind the use of personnel control mechanisms, can be easily resolved. Management that has set the task of introducing a system of specialized personnel controlling should follow this path. To begin with, it is necessary to form and integrate the following work models into the overall scheme of the enterprise’s activities:

1. Informational. It is needed to ensure effective collection of information about the state of personnel policy, the effectiveness of the team’s functioning (the level of labor productivity, the potential for personnel costs in this area, the feasibility of cutting back or, conversely, increasing the level of financial investments in this area, etc.) .
2. Directly to the manager. This model is necessary for developing and coordinating personnel policy measures and modernizing the system of working with the team.
3. Control and analytical. This component allows you to measure the degree of achievement of your goals, the quality and mobility of movement towards the intended targets. In addition, it is designed to create a basis for analyzing the work being carried out, assessing personnel activities, and generating new ideas that improve the team management system.

At the discretion of management, the types of these models may vary depending on the goals and objectives set. The proposed scheme can be taken as a basis and modified based on specific goals.

After the formation of these control and management models, the company's management should be focused on the second important step. It lies in a deep understanding of what is included in the functions of the personnel controlling service (or a specialist appointed responsible in this area). The tasks of such a service are large-scale, among them it is important to note the following:

• collect and provide information to the management of the enterprise or the head of the human resources department;
• check the effectiveness of personnel for a specifically established time period;
• determine the personnel needs of the enterprise (both in the medium and long term);
• contribute to the effective functioning of the system that develops professional competencies workers;
• assist management in assessing personnel turnover processes, identifying the true causes of these processes, and adjusting the situation related to personnel departure;
• manage personnel costs;
• offer a set of incentive measures that increase labor productivity indicators and the level of team performance;
• initiate a set of incentive measures that allow you to gently, unobtrusively, but specifically highlight distinguished employees.

Risks and mistakes

Of course, any activity is not immune from erroneous actions and the risks and problems that arise as a result of them.

In a controlling situation, there should be a minimum of such shortcomings.

What are the main mistakes made at enterprises that follow the path of introducing personnel “audits”? The main problem should be emphasized here. It is associated with the unwillingness of company management to actually apply the levers of management integrated into the area under consideration.

It often happens that representatives of the management team set the goal for their subordinates to introduce personnel controlling. However, things do not go further than this: management does not monitor the processes of implementing the system and does not apply the results obtained in practice.

As a result, the controlling service works in vain; its activities become a kind of “soap bubble” that exists but does not provide real help.

What is the efficiency?

As a result, personnel controlling helps representatives of the management team of the enterprise improve the existing organizational structure of your team, reduce the number of duplicative functions performed by personnel, increase the level of labor and performance discipline, and optimize business processes.

It creates barriers to the development of crisis situations - both related to the actual relationships in the team, and production emergencies.

What is very important, personnel controlling works not only for the interests of the enterprise - it allows you to improve the working conditions of employees, that is, it also works for the company’s team itself, for each of its members.

In particular, the management " human capital» modernizes the activities of the personnel service, has a positive effect on the system of remuneration, incentives, and motivation.

Strategic personnel controlling links prospects in the field of personnel work with the company's management strategy. For example, if it is planned to enter new markets and improve product quality, then measures should be planned to attract (train) highly qualified specialists.

Operational personnel control implements tactical measures, focusing on strategic goals. At the operational level, the priority is to achieve economic efficiency in the use of personnel. For example, indicators such as output per person in rubles or natural values, personnel costs in the structure of production or total cost, cash flow per employee, etc. are measured and evaluated.

Having examined the personnel controlling system, we can conclude that this system is comprehensive and allows us to successfully solve many problems of the enterprise’s personnel policy.

Thus, taking into account the requirements of a modern market economy, the activities of personnel services of domestic enterprises should include various methods for improving personnel policies. It, in turn, should be aimed at creating a system of working with personnel that would be oriented toward obtaining not only an economic, but also a social effect, which would subsequently allow the organization to function more successfully and actively achieve its goals.

3.2. Foreign experience in personnel policy management

USA. The US credit and financial system is much younger than similar systems in Europe. The main features of American banking management are as follows:

training of bank employees takes place according to various programs, which sometimes leads to inconsistencies in the practical activities of banks;

increased attention of personnel services to testing issues, which do not always represent the objective characteristics of candidates for open vacancies;

selection of senior executives of banks from outside from other financial institutions;

increased staff turnover, reaching 20-25% per year, does not effective work with reserve for nomination;

insufficient attention to issues of advanced training of bank employees, lack of specialized training programs for these purposes;

contract system with employment limited for 3-4 years compared to Europe;

a widely practiced system of social benefits, adequate in cost to 60-65% of the annual income of bank employees.

Japan. The Japanese mentality makes it possible to select bank employees and manage them much more efficiently than what happens in European and US banks. Labor productivity in US banks run by Japanese is 30-40% higher than in banks run by Americans.

Let us list the most important features of banking management in Japan:

the presence of a management specialist on staff of banks. Effectively operating firms advising banks in the field of finance and management;

selection of future bank employees in the first years of specialized educational institutions. Candidates for jobs in banks additionally listen to lectures by practitioners from among the management staff of banks. The bank allocates for promising students additional funds for full or partial payment of tuition and increased scholarships. The funds spent can be long-term loans, or are irrevocably repaid after several years of work;

parents who work in banks and want to be in order family tradition train their children as banking specialists, provide loans and prepare jobs;

The “lifetime employment” system used in banks guarantees constant increase wages and receiving various social benefits depending on length of service;

employee training is carried out in specialized training centers outside of work;

A system of moral rewards for employees is widely practiced, and a rank system for promotion is used;

methods of self-assessment by employees of their work are used in parallel with assessments given by managers;

horizontal movement of workers is constantly practiced, facilitating the study of related professions;

Seminars and conferences for bank managers are regularly held;

the presence on staff of banks of so-called godfathers - experienced managers who mentor young employees for several years.

Until recently, Russian banks had a traditional attitude towards personnel management services, the same as towards other headquarters services. The structure of these services in most banks is similar to those available in other industries. And only a few large banks, headed by people who were able to learn from the experience of the largest banks in Western countries, have changed their attitude towards the activities of human resource management services.

Banks do not have a long-term HR strategy in place. Most personnel management services perform only technical functions, and personnel issues are resolved by the heads of functional departments and services, who independently search for the necessary specialists, take care of advanced training and prepare a reserve for promotion, thereby fulfilling the responsibilities of the personnel management service.

The status of personnel management workers is very low. In Western banks, the heads of such services are vice presidents. In the United States in recent years, not only in banks, but also in enterprises in other areas of activity, managers of personnel management services, i.e., are primarily applying for the opening vacancies of company presidents. those who are trained to work with people.

The high status of heads of personnel management services allows them to be aware of all the affairs of banks or companies. Changes in the strategy or policy of the organization are immediately reflected in the strategy and tactics of the HR service. The status of the personnel management service is determined by a special provision. The regulations provide for subordination, the procedure for appointing and relocating managers and specialists, responsibility corresponding to rights, and the performance of functions in space and time.

The HR service, just like other departments, should determine the strategy for the bank's development prospects.

The primary objective of this strategy is to staff the bank with highly qualified specialists.

Strategy and tactics in the direction of the main task include the following main points:

HR policy should take into account the characteristics of a particular bank, its material and organizational capabilities;

personnel policy should be implemented by all managers of the bank, and not just the personnel management service and employees of the top echelon of management;

HR policy should include information files for all bank employees, reflecting their business qualities, level of knowledge and health, character traits, etc.

Personnel policy in banks has one very important feature - the employee must be constantly under supervision. It is important to know about changes in character, the emergence of discreditable connections, etc.

For this purpose, a document representing an individual dossier is drawn up. This document is necessary because bank employees have access to classified information. There is experience of such control in the security agencies, internal affairs and armed forces. A dossier differs from a personal file in that the contents of this document are closed even to the observed object. The dossier contains data on personal connections, behavior, self-esteem, manifestations of envy, infatuation with women, penchant for alcohol, gambling, unjustifiably rapid increase in wealth, etc. An individual dossier is prepared immediately after the employee joins the bank.

In the process of screening candidates for vacancies in a bank, a “lie detector” - a polygraph - is very effective. In the private sector of developed Western countries and in some Russian banks they successfully resort to this method:

for inspections and selection of employees for the company; checking the honesty and sincerity of candidates when answering about their experience in the specialty in which they previously worked, regarding health, the presence of alcohol and drug addiction;

for routine checks of company employees regarding compliance with the requirements for this position;

in case of thefts and other abuses that have occurred in the bank or in other cases of damage.

Many U.S. banks and businesses employ professional polygraph operators to support, to a certain extent, their HR and security programs. Those companies that purchased polygraphs and hired highly qualified professionals on their staff saw a reduction in the number of intra-company thefts and a significant reduction in time and money for investigations. As an example, we can refer to the indicator of detection using a polygraph of concealment of criminal records when hiring for work in banking institutions and jewelry stores. This figure is 95%.

The US National Security Agency published the results of a survey of 20 thousand candidates for various positions related to classified documents. As a result of the survey, it turned out that 7.7% of those surveyed provided falsified data in the questionnaires. The falsifications concealed arrests and convictions for crimes of a criminal nature, reasons for dismissals and indifferent attitude towards work, the provision of false educational documents, and unsatisfactory completion of military service.

In the USA, the concept of risk level was formed. In accordance with this concept, the entire population of the country is classified into risk groups. There are three of them: reduced risk, acceptable risk and high risk.

The first group includes highly decent people who care about their honor and dignity. These people most likely will not compromise themselves (12% of the US population).

The second group includes people who, in a certain situation, can abandon their principles. Their behavior is similar to people of the first group, and they will not commit crimes if there is a high degree of control and great risk (60-70% of the US population).

The third group includes immoral people, criminals who use every opportunity to warm their hands. Such number is 13%.

However, a polygraph test does not exhaust all existing methods of personnel selection. Professional knowledge and skills are tested during the candidate’s contacts with experts and specialists, who give an opinion on the suitability of one or another for an open vacancy.

Today, Russian legislation does not prohibit the use of a lie detector, and therefore this method is increasingly being successfully used in banks and companies. Employees hired to work in banks undergo probation: technical staff – 2-3 months; specialists – up to 6 months; managers – 1 year. At this stage, the final decision is made on whether to hire an employee or to eliminate him.

This practice allows banks to dump ballast on time without much difficulty. A probationary period must be provided for in the contract.

Large Russian banks have connections with specialized financial and economic institutions and colleges. In the USA and Japan, work with students begins from the 2-3rd year of study at higher education institutions. educational institutions and colleges. The winners are those banks that enter into long-term contracts with educational institutions where future specialists are trained and their selection begins, first of all, with teachers and university administrations. After identifying promising students, the latter need to undergo internships during the summer holidays in various positions in banks that are bound by agreements with universities. It is advisable for graduates of specialized universities to perform theses based on materials from the bank, which is going to provide graduates with jobs.

Western businessmen believe that while an entrepreneur is working, he must study. Financial and credit organizations are no exception. The scope of banking services is constantly expanding, organizational structures are changing due to market conditions, the bank is investing in various sectors of the economy, new technology is being introduced, and the Internet is being used. All this creates the prerequisites for continuous improvement of the skills of workers. IN Western countries costs for advanced training range from 7 to 12% of staff salaries. Large banks, as a rule, organize advanced training on their own or by hired teachers to work within the organization with or without interruption from work. Smaller banks use centralized training courses. Advanced training in banks in Western countries is prestigious and is directly related to a business career. After graduation, employees are promoted or their wages are increased.

Unfortunately, the majority of Russian banks do not have strategic plans for retraining employees, and there is no necessary motivation and objective assessment of study results. Organizing such training is one of the most important tasks of personnel management services.