The Human Resources Department will decide this. Its their job

Hello, thank you very much for your participation in answering

These questions are aimed at completing the specialized doctoral thesis. The assumption is that these questions are trying to improve the psychological and motivational situation of the employees who are working in a bank that is the result of the merger of 6 banks and most of the employees from the existing situation (salary and benefits - bonus and loss job position) are unhappy about the merger.

You said: The Human Resources Department will decide on this matter. It is their job

What is your solution in this regard?

Existence and sustainability of any bank and entity will be support by skilled human resources and human resources are unexhausted assets. Majorly human resources have been working for monetary benefits. Further, Reward is one of the monetary incentive which have been practicing by the entities and banks to create more diligence in emoloyees to work effectively and Size of the rewards are different from one entity to another entity.rewards are bound to rules of banks. As per your question it may suggest that rewards will provide by the banks with following of the provisions of the regulatory bodies and not by self interest of the banks. Finally I hope this it will helps you

Dear Devendra

Thank you very much for taking the time to answer the question.

First of all, mergers always result in a surplus of staff at the senior management and employee levels. Therefore, some employees will lose their jobs due to staff reductions: the closure of duplicate branches, the centralization of certain support functions, the closure of business areas that are not of interest to the new owner, too high performance requirements from the employer.

A number of employees may be involved in problems at the acquired bank, such as making loans to ineligible customers. Such employees will have to leave immediately.

Under such conditions, the motivation may simply be to keep the job.

Another thing is when banks with different business priorities unite (one bank is corporate, the other is retail, or one operates in the north and the other in the south of the country), and thanks to synergy, businesses do not destroy each other, but complement.

One of the ways of non-monetary motivation is the creation of working groups for the transformation (integration) of processes. By setting tasks and deadlines, you can determine the size of the bonus for achieving the result.

Dear Gennadiy

Thank you very much for taking the time to answer the question

Implementing rewards for all employees who participated in the banking merge process can be an effective way to motivate and recognize their efforts towards achieving organizational goals. Here's a step-by-step approach to implementing such rewards: -

1) Set Clear and Specific Goals: Define the organizational goals that were achieved through the banking merge process. Ensure these goals are measurable, realistic, and aligned with the overall vision and mission of the organization.

2) Identify Performance Metrics: Determine the key performance metrics that demonstrate successful participation in the banking merge process. These metrics could include factors like efficiency, customer satisfaction, cost savings, market share growth, or any other relevant indicators.

3) Establish Reward Criteria: Based on the identified performance metrics, establish clear criteria for rewarding employees. For example, you could set thresholds or targets for each metric, and employees who meet or exceed these targets would be eligible for rewards.

4) Design a Reward System: Create a comprehensive reward system that includes a mix of financial and non-financial incentives. Financial rewards could include bonuses, profit-sharing, stock options, or salary increases. Non-financial rewards may include recognition, certificates of achievement, public acknowledgment, career development opportunities, or additional vacation time.

5) Communicate the Rewards Program: Clearly communicate the details of the rewards program to all employees who participated in the banking merge process. Explain the criteria for eligibility, the types of rewards available, and the timeline for rewards distribution. Transparency and clarity are crucial to ensure everyone understands how they can earn rewards.

6) Evaluate Performance and Determine Rewards: Assess the performance of each employee based on the established criteria and metrics. Ensure the evaluation process is fair, objective, and well-documented. Identify the employees who have met or exceeded the targets and are eligible for rewards.

7) Distribute Rewards: Once the evaluation is complete, distribute the rewards to the eligible employees. Depending on the nature of the rewards, you may organize a ceremony, an event, or a simple announcement to publicly recognize and present the rewards.

8) Provide Feedback: Offer constructive feedback to employees who did not meet the criteria for rewards, highlighting areas for improvement. This feedback should focus on helping them understand how they can enhance their performance and contribute to future organizational goals.

9) Review and Improve: Regularly review the rewards program to assess its effectiveness and make improvements as needed. Gather feedback from employees to understand their perspectives and suggestions for enhancing the rewards system.

Remember, the key is to create a rewards program that aligns with the organization's culture, values, and long-term goals. By recognizing and rewarding employees' efforts in the banking merge process, you can foster a positive work environment and motivate them to continue contributing to future organizational success.

@Shahriyar Emamdoust

Dear Lazaro

Thank you very much for taking the time to answer the question.

Your answer was very comprehensive and good.

With renewed respect.

We experienced it as a family. My wife`s bank merged with another bank in Turkey. It is a painful process. There are a certain number of managerial positions. Each manager from merging banks faces a challenge of loosing his/her job unless he/she is a branch manager and the branch will be kept open. Managerial positions in the head office won`t change and the one of the two potential candidates will lose his/her job. If one bank is buying the other, the purchaser`s managers have the precedence over the purchasee`s. This is heartbreaking. Imagine a manager who has spent 20+ years in his/her career losing his/her in a period where she/he is the most experienced and benefitable to the bank. This is a consequence of globalization and high tech banking. You do not need experience bankers in the branches. Nowadays, a branch is made of only a few bankers with some experience in their fields. This is not a new phenomenon. 17 years ago I asked my bank to give me check written in USD against my USD deposit. It took them the whole day to prepare the check. Later on the branch got closed. Being a banker used to be one of the most respected jobs but today it is all electronic banking, not much need for experienced bankers.

Dear cenap

Thank you very much for taking the time to answer the question.

I can add a few more facts related to this process: In addition to top management, this reward process should also include the part of middle management and the part of employees who are in charge of successfully implementing the process of data migration, organizational transformation and achieving the planned transformation goals in the following segments: employees (numerical and qualified), the bank's clients, processes in the bank, and the transformation of most banking products of the new entity. Rewards for successfully achieving the transformation goals (both in scope and in terms of time), for top management go up to the annual salary, for middle and lower management who are involved in this process go from one to several monthly salaries, and for the employees involved up to one monthly salary.

Dear zoran

Thank you very much for taking the time to answer the question.