On some slides we will not dwell, but only return to them for clarification.

This is
the bank with 92 branches, and more than 2300 employees. Department of such a
number is engaged in the Department of HRM. It is represented by 4 divisions. This
divisions.... The steps from which the selection and placement process is the
following ... Consider the relationship of this division with the theoretical aspects.
Relation with NATURE AND CHARACTERISTICS OF HRM……. With MAIN PRINCIPLES
OF MODERN HRM ……. With BASIC TYPES OF MANAGEMENT

NATURE AND
CHARACTERISTICS
OF HRM
MAIN PRINCIPLES
OF MODERN
HRM
With BASIC TYPES
OF
MANAGEMENT

In the previous modules, we considered the theoretical aspects and the functional
model developed in Kapital Bank. Consider the reflection of these components, in
practice. There: main principles, nature and characteristics, basic types of
management concerning the functions of four divisions.

1.Recruitment and allocation division.

As we previously claimed, management has a direct impact on the value of the

organization, because the share of intangible assets is growing. The cost of the
company may increase with the growth of the price of tangible or intangible assets,
or in the event of growth of both. Staffing ie. intangible assets increase their value
either when acquiring skills, or in enriching staff with new professionals. In the
second case, the role of this division is indisputable.

The principle of management professionalization is embodied in reality also by

attracting a new circle of potential "engines" of organization. Here they are meant
as professional cadres. This department plays an important role in the
management of the organization's personnel by recognizing the abilities of a
 person, recruiting for work in a certain position and place. If we consider
Maslow's theory, then the specialists of this division provide one of the basic
human needs, the need for recognition.

2. Training and development

The essence of HRM is coming to meaning that people are seen as a company
asset in the competitive struggle, which must be placed, motivated, developed in
order to achieve the organization’s strategic goals.

At the same time, it is the training and development division that is directly
engaged in investing in human resources, considered as strategic. At the same
time, it is the training and development division that is directly engaged in
investing in human resources, considered as strategic. Qualified staff is an
advantage for the organization, but an important factor here is the loyalty factor,
investing in the development of personnel, the level of personnel trust in
management is growing, while also meeting the needs for growth and self-
development of the individual. The degree of loyalty of an individual also increases
if a person started his activity in an organization that pays attention to his growth.
As a rule, the level of turnover of staff is reduced.

In this case, organizations organize the organizational culture of the clan type,
where a big role is attached to the training of new employees, to a family
relationship.

Mutual relations are built on the principle of trust each other. And in such a
situation, the level of delegation of authority is growing.

Delegation of authority meets in the learning process. In this case, it plays the role
of a method of teaching.

To the principles on which the activity of the division has been built up, it is
possible to distinguish at least four. These are: investment, development,
professionalization of management, innovation.

Investments in personality mean its development, which in the business sphere is

commonly understood as professional development. On the part of the employer,
the professionalization of management implies the adoption of more optimal
solutions for achieving corporate goals. Therefore, in order to achieve an
advantage over competitors and timely respond to the challenges of the business
environment, an organization simply needs to improve its staff level, which is
achieved through investing in the development of personnel. In the bank's capital,
this function is carried out by the Training Center.

The management tool through motivation in the division is investment in the

development of personnel, satisfaction of the need for involvement, as well as the
need for recognition. The need for involvement is met by recruiting staff to an
active lifestyle through team building. Holding various games during training can
partially satisfy the individual's need for recognition.

Feedback on active participation in training often leads to involvement in the

decision-making process. At the same time, the authorities are first delegated, if
activity is manifested after this process, it is possible to involve in the
management of projects, which implies participatory management.

1. Motivation and assessment division

Drawing conclusions on the essence of HR in the section on the division of training
and development, we also mentioned the motivational nature of the organization's
main asset. This division has two powerful tools in the first place, these are
rewards, and secondly, justice. Any compensation for the subject is linked by an
assessment. If you do not regulate this system, subjective opinions about equity can
lead to a split within the organization. Therefore, the division uses a relatively
objective performance tool, such as: a key performance indicator.

Developing rules for the promotion of personnel in essence the division creates a
framework convention, which implies the freedom to choose the shortest path for
growth.

If you take into account 5 types of management, then the division uses elements
from all five types. A clear example of results management is the KPI.

The motivation tools here are promotion, rotation, bonuses and rewards.

Establishing the promotion rules, the specialists of this department are driven into
certain frames of action, therefore they use the frame management.
 2. Personnel division.
The activities of this division are closely connected with ensuring the compliance
of activities with labor legislation. Hence the role of a huge role as a method of
regulating labor relations between employees and the employer expires.

Carrying out mainly the functions of documentation specialists touch upon

important aspects of working life, such as: medical insurance, payment of business
trips, registration of sick leave sheets, and registration of attendance at work.

These components in turn are also the motivation tools used in this division.

Consider hypothesis 6, for even with a minimum of information, it will provide

reliable information. Department of HRM delegates its authority on the ground to
branch managers. At the same time, managers should be informed of all possible
risks. But as mentioned the employees of the branch were at the training and had
information about lowering the level of discontent in such cases. In this case, a
citizen's complaint was posted on the official page. And here already in business
the department of Internet services joins. The function of which is to track
complaints and redirect them to appropriate instances on time. Since this branch is
the director of the branch, it is always informed about the customer complaint. In
turn, the director takes measures to eliminate such shortcomings.

Employees lead us to the training and development department. We are confident

that employees have sufficient qualifications to resolve these kinds of situations,
based on this premise, as well as the components of the KPI, we conclude. The
main problem lies in the orientation of the training and development divisions on
the result. Having an indicator of the number of trainings, all orientation is to
achieve this value. At the same time, the main objective aspect is missed. And the
goal that the theory represents for us is the quality of the trainings. KPI also
contains another aspect that is often associated with the qualitative side, this is the
level of satisfaction with the training, but there is not enough developed aspect that
speaks about quality, and the time of providing evaluation sheets serves to distort
information. There was also a drawback in delegating. When controlling the
situation with the branch manager of a branch, the emergence of such a situation
would be unacceptable.

Recommendations
The problems discussed, lead us to the following recommendations.

1. The training and development divisions should change their orientation from the
focus on the result to the target orientation. This can be the trainings on the
essence of HR for the training department itself.

2. The staff turnover component should also be attributed to the training and
development division as to the division of selection and placement. For this
department is also in interaction with employees, and not to a lesser extent.

3. It is necessary to study the delegation system, namely its information component.

Conclusion

In conclusion, it can be said that the HRM model developed in Kapital Bank
formally fully reflects this approach to managing key recourses. But there are
shortcomings in some aspects that should be eliminated in our opinion. These are:
delegation of authority, the system of assessment (the transition from the
quantitative component to the qualitative one), the training system (transition from
orientation to result to purposefulness). But despite the shortcomings, the
organization in its activities is in the leading positions, and leaves with a profitable
balance every year. Hence, we can conclude that there are further opportunities
for optimizing the HRM system in order to achieve strategic goals.

The tasks set in the project: review of the main aspects of the theoretical
component of HRM; description of the current model in Kapital Bank; as well as
the reflection of the theory of HR in the practical activities of the department, were
achieved, which led to the achievement of the overall objective of the project to
identify problems and common ways to eliminate them in the activities of the
Department of HRM of Kapital Bank.