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BANKING SECTOR’S CADRES IN GREECE

BANKING SECTOR’S CADRES IN GREECE. Presentation of INE-OTOE research’s main findings. Research Objectives. Determination of «cadres» in Greece description of demographic characteristics analysis of current labour situation in terms of: working time and conditions Labor relations

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BANKING SECTOR’S CADRES IN GREECE

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  1. BANKING SECTOR’S CADRES IN GREECE Presentation of INE-OTOE research’s main findings EUROCARDES steering committee / INE-OTE research / presentation

  2. Research Objectives • Determination of «cadres» in Greece • description of demographic characteristics • analysis of current labour situation in terms of: • working time and conditions • Labor relations • relationship with Trade Unions • compensation level and components EUROCARDES steering committee / INE-OTE research / presentation

  3. Research Framework • Desk research on data drawn up from • Employment Observatory for the Banking Sector • Eurostat • other research carried out by private consulting companies • Field research through: • questionnaire to the Banks’ H/R Divisions • questionnaire to employees’ Unions • focus group workshops EUROCARDES steering committee / INE-OTE research / presentation

  4. Research Framework The field research took place from October 1999 to April 2000 and participated: • 13 Banks & Financial Institutions representing more than 50% of total sector employment • 16 first level Trade Unions EUROCARDES steering committee / INE-OTE research / presentation

  5. Definition of «cadres» in Greece • There is no legal definition • Distinction between «white-collar» and «blue-collar» workers • Banks’ annual social reports make the following distinction: • Directors or managerial staff • Supervisors • Specialists EUROCARDES steering committee / INE-OTE research / presentation

  6. A Bank Director in Greece: • Forms the 7,1% of the sector’s employment • Is a man by 88% • Is 45 - 55 years old (58%) • Possess at least a university degree (50%) • Has more than 16 years previous service (79%) EUROCARDES steering committee / INE-OTE research / presentation

  7. TOTAL EMPLOYMENT TIME EUROCARDES steering committee / INE-OTE research / presentation

  8. WHY DO THEY HAVE TO WORK MORE? EUROCARDES steering committee / INE-OTE research / presentation

  9. the Unions' answers No answer 9% Other Hard competition 3% 25% Incentives & target setting 12% Carrier antagonism Business needing 9% enhansive availability 12% Personnel planning problems Much work to be done 9% 21% WHY DO THEY HAVE TO WORK MORE? EUROCARDES steering committee / INE-OTE research / presentation

  10. Consequences of working-time lengthening • Positive for the Banks : 62% • Positive for the cadres : 28% • both the Banks and the Unions feel that bonuses and additional benefits compensate for lengthened working-time (55% of the answers), • while the cadres think they don’t (39% of the answers) EUROCARDES steering committee / INE-OTE research / presentation

  11. ROLE ASSIGNED TO CADRES EUROCARDES steering committee / INE-OTE research / presentation

  12. According to the Banks’ opiniona successful «stelexos»: • Has worked his way up within the Bank (91%) • His experience is equivalent to Knowledge (100%) • His is qualified for the position according to existing job descriptions (64%) EUROCARDES steering committee / INE-OTE research / presentation

  13. However, as TOP MANAGEMENT members, in most of the cases (73%) are appointed executives from outside the company EUROCARDES steering committee / INE-OTE research / presentation

  14. The most important challenges executives will have to face in the coming 3 year-time, are: • Deriving from Banks’ hard competition • Related to target achievement • Born with mergers and acquisitions • Incorporated in managerial and operational procedures reengineering EUROCARDES steering committee / INE-OTE research / presentation

  15. EUROCARDES steering committee / INE-OTE research / presentation

  16. Cadres’ relationship with Trade Unions • There are no labor Unions, of any level, especially for Cadres • Cadres have different degree of participation in existing Unions • Banks think that Unions’ engagement in Cadres’ special problems solving is insufficient • While the Unions think the opposite EUROCARDES steering committee / INE-OTE research / presentation

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