The Impact of Talent Management and Development on the Sales Results of Personal Bankers

In my diploma thesis, I describe ** the impact of talent development and management (competences) on the sales results of personal bankers**. In the presented marketing mix, I research in detail the role and importance of human resources.

Results

In my diploma thesis, I describe ** the impact of talent development and management (competences) on the sales results of personal bankers**. In the presented marketing mix, I research in detail the role and importance of human resources. The central part of the thesis is dedicated to the banking service intended for more demanding (wealthier) clients, namely personal banking in Slovenia and trends in the world.

I define the key competences of a personal banker that are necessary for successful work. I outline how the training process for marketers in branches is organised and how it is organised for personal bankers. The organised training process for marketers in branches in one of the Slovenian banks is intended exclusively for product education and unfortunately does not include sales training. Therefore, the majority of marketers sell the features of the product and not its benefits.

Personal bankers have, in addition to product education, regular sales training as well as group and individual coaching available. With regular sales training, they develop sales skills, which helps them in 'selling' products. Competence development is not limited only to professional and sales knowledge, but also to soft skills. The responsibility for the use and exploitation of acquired competences is assumed by both personal bankers and branch managers.

Branch managers should primarily deal with leading (i.e. developing, directing, encouraging, providing knowledge and important information to) employees. Where managers have a motivating effect on their team, the level of employee satisfaction is higher and they also achieve better sales results than in branches where they act in the opposite manner. The trend of digitalisation in global banking (USA, EU) and its flourishing has also strongly affected the banking industry. Banks must be extremely fast and adaptable, as Fintech companies, with their efficient, cheaper and friendlier way of doing business, are already encroaching on what was until recently untouchable territory.

For easier business operations and maintaining personal contact remotely, the most suitable options at this moment are video calls, which serve as client identification, and the use of certified electronic signatures for signing contracts remotely. The final area is the difference between the sales results of personal bankers who frequently use the financial overview tool and those who use this tool less. The scope of use of the tool is currently too small, so we were unable to determine a causal relationship.