畢博上海銀行咨詢Final Deliverables RMmanual

1、hanvit bank relationship management (draft for discussion purposes) 10/20/99 prepared by kpmg, llp this document is proprietary and confidential to hanvit bank and kpmg, llp. unauthorized duplication is prohibited. table of contents overview of hanvit bank relationship management function.4 preamble

2、.4 overview.5 goals.6 strategy.7 organization structure.7 additional rm related issues.10 role of rms and existing branches .10 assignment of product specialists.11 assignment of administrative support personnel.11 product mix for initial marketing.11 proposed branch structure.12 implementation plan

3、:.12 account to provide appropriate recommendations to credit review officers and thus the appropriate approval committee management with information related to loan requests which is relevant to winning business under competitive circumstances; to identify relevant trends affecting the collectibili

4、ty of loans to the customers in the rms portfolio and isolate potential problem areas; to adhere to loan policies and procedures, and to monitor compliance with relevant laws and regulations. identifying opportunities to cross-sell other bank products.14 rms should be provided with a territory admin

5、istration handbook which should include a marketing handbook of hanvit bank products applicable to the corporate banking marketplace. rms should participate in ongoing product and service training seminars. these seminars should be conducted by the product specialists who will work closely with the

6、rms in the field. additional administrative support should be detailed in these books. an online version should be deployed to the rms pcs or laptop computers. 14 product management and marketing support for corporate banking functions are responsible for supporting commercial banking products and s

7、ervices by assisting in the development of products and services that support commercial banking needs, including: cash management, deposit accounts, trade and foreign exchange services, etc. rms should be directly advised about all advertising and public relations campaigns so that they will be rea

8、dy to discuss these products in the context of the new advertising campaign. the following chart illustrates the activities of relationship management involved with the identification, prospecting, sale, and management of lending and corporate banking relationships of new and existing customers: rel

9、ationship management risk management objectives key credit process activities risk tools used to accomplish objectives identificationreviewing data from central marketing support prospecting with correspondence calculates pricing using crms project pricing methods27 no credit analysis very prelimina

10、ry to support the boms recommendations very preliminary - to support the rms recommendations yesno credit submission yes via croyes via croyesno credit review / approval recommendation for approval recommendation for approval credit review - secure signing by customer; - assist loan administration i

11、n assuring customer compliance receive from legal counsel or loan documentation section; - secure signing by customer; - assist loan administration in assuring customer compliance nomonitor for compliance with loan agreement terms - assure all terms - assure all terms maintain continuous customer co

12、ntact through visits maintain continuous customer contact through visits makes same recommendation to committee supported by credit write-up noneapprove / reject loan executed rm recommends loan at certain terms assigned to a group of customers, which grouping is based on a specific industry, and po

13、ssibly, size within that industry; assigned to all or some industries within a specific geographic area; assigned to all or some smaller branch offices within a specific region or geographic area. generally rms who are assigned to specific large accounts are not required to obtain new customers but

14、rather to grow the relationship of the customer with hanvit bank. likewise rms assigned to specific groups of smaller companies will have limited new business responsibilities although some prospecting and attainment of some new business is beneficial and highly encouraged. rms assigned to groups of

15、 the smallest accounts, to regional or branch based geographic territories should be required to spend a specific amount of time in new business generation. this would include all accounts regardless of size or industry. in the event a new business rm becomes engaged in marketing to or in fact obtai

16、ns a major company as a customer of the bank, a decision should be made on whether to transfer the account to a more senior rm, assign a senior rm to act as advisor to the “new business” rm for the duration of the marketing effort, or assign the senior rm as a “team mentor” to rm for day-to-day mana

17、gement of the account. the overriding goal is to adequately reward the geographic rm for the efforts in obtaining the new account. additionally, this represents a significant way to encourage aggressive new business activities since rms will be more likely to exert solid efforts if the rewards are t

18、he recognition of being able to retain the account. in the event the account is transferred to a senior rm, some significant bonus should be given to the geographic rm or a share in the rewards from the business derived from the account for a specified period should be shared with the geographic rm.

19、 37 hereafter abbreviated as lc as credit review officers for loan request review, as managers for loan officers in regional headquarters or hub branches, or, with appropriate education and experience, as relationship managers. credit review officers should assume the credit analysis functions of th

20、e business analyst as part of their credit review function for loan approval. loan officers in branches should be trained in credit analysis and credit review functions (including the new kis analysis modules) to serve the rms in the regional headquarters, hub or larger branches. in support of the s

21、uggestion to combine the credit analysis functions of the credit review functions of the cro, the following comparison chart is presented which shows the strong similarities in functions. credit analysiscredit review company name, location, phone, business type, business registration number, ceo, da

22、te of foundation, history, standard business number, size, main bank company analysis of borrower company profile understand company profile review of credit analysis report refer to external evaluation report use the business report debt review bank loans, bonds, collateral, fx investment list( bor

23、rowings, results of investment) assessment on liquidity risk (detail borrowings from non bank financial institute, maturity of debenture, detail of repayment of installment) conduct inspection on overdraft transaction history, use of limit loan history, receivable status, and rollover history of cor

24、porate debenture trend of borrowings evaluate borrowers assets quality, including collateral: comparison of market value and book value status of borrowing ( evidence of how calculating of annual interest expense) : using by liability certification, account book, crt material financial review accoun

25、t period balance sheet summary cash flow profit however, sponsors may also act as agents. change agents include the consulting team as well as internal people. targetindividuals or groups who must actually change the way that they work. sponsors and agents may also be “targets” of a change. advocate

26、individuals or groups who support and champion change, but do not have the power to effect change. advocates may act and sound like sponsors; however, they do not have the power to actually make change. hanvit bank should also take the following additional steps to assure the success of the implemen

27、tation of the rm function: identify all key internal and external stakeholders, and clarify their roles. roles include: initiating or sustaining sponsors change agents “targets” of the change advocates of the change. discuss and resolve any problems or dilemmas associated with commitment levels, for

28、mal empowerment and competing priorities. this step can be dovetailed with a stakeholder analysis undertaken as part of the communication plan. coach the leadership team on how they can best work together to support the initiating sponsor. present the sponsorship role map to the wider senior managem

29、ent team. develop an initial strategy for creating “buy-in” to the rm initiative (and to the accountabilities of sponsorship) from those who will have to adopt a sponsorship role at some stage in the rm exercise. problems degree of support/autonomy, availability of resources and time parameters). id

30、entify which behaviors represent a different way of working from the current reality. identify current behaviors which are redundant or can be discarded, and which can be alleviated by adopting the new position. generate suggestions/ideas for facilitating the development of new behaviors and the “l(fā)e

31、tting go” of redundant behaviors. hanvit bank should organize and conduct a series of workshops which provide opportunities for free and open discussions of the difficulties of change and how the change process can be facilitated and, potentially accelerated. a representative sample of employees sho

32、uld be included in the workshops. from this it should develop a succinct outline of the findings, specifically focusing on the gaps between current expected behavior and future expected behavior. this document should include recommendations for how the gaps can be effectively closed. for example, us

33、e the portrait of desired behaviors as the basis for a staff competency needs assessment and the performance, training and recognition documents. tactics/helpful hints people sometimes become very defensive while experiencing change due to emotional identification with the past/current way of workin

34、g, lack of ownership of the reasons for change and a concern that they will not benefit from the changed process. openly discuss these issues among one or more focus groups and develop a frequently asked questions (faq) document and presentation to help answer and explain the most likely objections

35、to the change. some frequently asked questions have been answered in an appendix to this document. do not treat the past as a problem or past behaviors as necessarily the cause of the current position of hanvit bank. instead, discuss them as understandable situations which should form a basis of exp

36、erience on which to build the new organization. this takes the sting out of change, and helps people see the future for what it is, a new business and personal opportunity that offers significant benefit to the bank, the individuals and the banks customers. human resources issues if possible, use ba

37、nk people who have experience in behavior identification and modeling such as may be found in the human resources department or from outside consultants develop job descriptions for use in providing guidance and job evaluation factors. eliminate arbitrary appeal processes of the change in position.

38、implement the new positions with no downward change in compensation or benefits. identify constraints to implementation of new positions. determine if union regulations dictate roles and responsibilities. clauses within a collective bargaining agreement will have to be renegotiated. hanvit bank cult

39、ure, e.g. resistance from line managers, sales persons, will have to be addressed. evaluate the real or apparent potential for pay equity complaints. if the workload of the personnel involved increases with no attention to pay equity problems could result. develop a diagram of hanvit bank commercial

40、 business model. identify the components of the model and identify how the individual position changes work together to improve the bank. show that the changes are not isolated to a particular position, branch or region but are bank wide cutting across a broad spectrum of departments and positions.

41、this will help reduce feelings that certain positions or departments are being singled out for change while all others are doing business as usual. for each opportunity, provide the following: definition: a description of the change that is envisaged for the organization; objectives: the goals that

42、the change will achieve; benefits: high-level description of the benefits to be achieved by implementing the change. the benefits will be explored further, and linked to associated investment requirements, in the subsequent “evaluation of options” exercise; and enablers: the key catalysts that will

43、allow the rm to deliver services in a dramatically different manner. two key principles in the implementation of the changes at hanvit bank are important to remember: the need to increase the skill level of the entire organization, and the requirement to empower front-line officers to ensure more ac

44、curate and timely decision- making. empowerment includes not only the permission or authority to act, but must include the responsibility, accountabilities, tools and training required to effectively carry-out new authorities. the following considerations for changing organizational culture are pres

45、ented to assist the impact of actions and effect on staff commitment. dodo not participating in goal settingimposing objectives provide challengescontrolling the detail recognize team performancedestructive competition promote ownership of worksign off of work rewarding team performancepeople from w

46、orking in isolation push decisions to the point of actionmaximizing issues of turf create environment in which people use initiative to solve problems killing initiative foster the best performance measures and the time frame for measurement; setting objectives which encourage activities that suppor

47、t business goals (e.g. agreement to achieve certain loan delinquency goals); delivery of incentives - in cash or kind (e.g. recognition); assessment of competencies and any impact on the incentive payments. implementation of the rm function should also address the following issues: a vision for the

48、future some staff may express concern about whether the rm function is a long term direction for the bank. this should be addressed immediately to impart the permanence of the position and the fact that all major international banks have a similar account management function. career path an identifi

49、able career path for all employees affected by the new changes should be developed. this includes bas, cros branch managers, rms and other personnel. obviously not all new trainees will rise to the top, but for top performers, a definite path should be illustrated. for rm candidates, this can emphas

50、ize that the rm position is vitally important to the bank as well as being a desired stop in career development for those seeking the highest positions in the bank. most all top banking executives in us and european banks, as well as other fortune 500 companies, have come through the rm position of

51、their organizations. clash of cultures the apparent clash of two cultures operating within the bank, the existing branch managers and the new rm function should be discussed. care must be taken to provide appropriate compensation programs to prevent the two cultures being further pushed apart by use

52、 of an incentive scheme that covered only rms. base pay and variable pay as has been suggested, we recommend the use of base pay and variable pay for both rms and branch managers. in some cases in which a variable compensation system is introduced or modified from a prior year or system, a reduction

53、 in base pay as part of providing funds for the new reward system. it is our view that this action is not recommended for hanvit bank since acceptance of the rm function is paramount. as part of the acceptance of the new functions (both rm position and the combination of ba and cro functions), indiv

54、idual income should benefit from the changes, not be decreased. any decrease even if it would eventually be made up as commissions or bonuses would be viewed negatively and could cause significant resistance to the introduction of the new functions and possibly violate collective bargaining agreemen

55、ts. an important issue for consideration is the difficulty the bank has in hiring and retaining quality staff. reducing the base pay, even if total annual remuneration could be increased, would, in all likelihood, exacerbate the banks staff retention problem.54 a variable pay scheme built exclusivel

56、y upon individual performance has the potential to fragment an organization and pit staff against each other in competition for a limited pool of available money. a team-based scheme in which all share equally, regardless of their performance, can rob staff of the potential motivational value of suc

57、h schemes. the recommended option should contain elements of both team and individual performance. finally, because the bonus amounts have to be won every year, they do not become part of the employees base pay and the organization is not paying for performance that was demonstrated in the past. the

58、 scheme is driven by the organizations capacity to pay, rather than a view that staff are entitled to a pay increase regardless of the organizations capacity or their individual performance. in broad terms, the most successful incentive systems for positions like relationship managers and product sp

59、ecialists share the following characteristics: individual performance is most often the basis for the reward delivered; combined activities of personnel from different departments should be recognized with teamwork rewards; performance measures often include annual return on investment and market re

60、lative rate of return; objective setting utilizes recent financial achievements and peer performance; delivery of incentives involve annual cash bonuses; they are self-funding out of revenue generated from exceeding budget targets set; assessment of competencies is emerging as an impact on the incen