Impact. This criterion takes into account the impact of a particular occupation on the overall performance of a given department / line of work. Accordingly, this touches upon an employee’s ability to take decisions taking into account the relevant added value. Level 1: • Limited impact on the performance of the department • Limited impact on the decision process Level 2: • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process Level 3: • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) Level 4: • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations This criterion measures the level, the nature, the variety and the complexity of human relations in regard of the particular function and duty. Level 1: • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients Level 2: • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations Level 3: • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients Level 4: • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise This criterion measures the employee’s capability to manage and/or lead the team, engage in project management, as well as the employee’s level of expertise required for a specific function. This assessment includes, in particular, the employee’s ability to anticipate important or strategic evolutions as well as his/ her motivation as well as his/her capability to build commitment amongst the other employees. Level 1: • Functional supervision (example: holiday planning) of a small group (example: 1 to 3 persons), or • Coordination of equivalent resources for short-term projects/tasks, or • Provision of expertise by responding to questions in his field of work in order to resolve technical issues Level 2: • Functional / organisational supervision (example: distribution of tasks) to a restricted number of persons (example: >3), or • Coordination of various resources for short-term projects/ tasks, or • Reference employee in his field of work by using his knowledge to solve issues or assist with projects which are not in his field of work. Takes over an advisory role Level 3: • Direct supervision of a small number of persons (example: <5), or • Coordination of various resources for mid-term complex projects/tasks, or • Shows his capacity to understand and anticipate the implications of executed tasks and important evolutions in his field of expertise (supervision) Level 4: • Direct supervision of a larger number of persons (example: >5) and/or role of coach, or • Coordination of various resources strategic long-term projects/tasks, or • Shows his capacity to understand the implications of executed tasks and important / strategic evolutions in his field of expertise Classification of functions As of 2020, each function will be classified taking into account five (5) evolution criteria. This classification will focus on five (5) evolution criteria, which will in turn be ranked in four (4) levels with specific points being allocated to each level. Only the overall sum of points for the five (5) criteria will define the final classification in one of the 4 groups. Based on this initial assessment, each function is put into a defined group in light of the employee’s ability to fulfil the expected roles and responsibilities. Each employee is categorised in one of the four (4) groups of function. The main component of salary evolution is the acquisition, the development and the use of skills, either by way of furthering the proficiency of the current function or by progressing towards new roles and responsibilities. The progression will be evaluated as part of the annual performance assessment process set up and designed internally by each institution. It is assumed that employees in the financial sector acquire a skillset within the first eight (8) years of their career up to one (1) % per year up until the threshold of their functional group. This skill- acquisition assumption is included in the percentage of the global envelope. Employees hired in 2018 and in 2019 take advantage of the same conditions as set out in the preceding paragraph in relation to the skill-acquisition assumption.
Appears in 2 contracts
Samples: Collective Bargaining Agreement, Collective Bargaining Agreement for Bank Employees
Impact. This criterion takes into account the impact of a particular occupation on the overall performance of a given department / line of work. Accordingly, this touches upon an employee’s ability to take decisions taking into account the relevant added value. Level 1: • Limited impact on the performance of the department • Limited impact on the decision process Level 2: • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process Level 3: • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) Level 4: • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations This criterion measures the level, the nature, the variety and the complexity of human relations in regard of the particular function and duty. Level 1: • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients Level 2: • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations Level 3: • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients Level 4: • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise This criterion measures the employee’s capability to manage and/or lead the team, engage in project management, as well as the employee’s level of expertise required for a specific function. This assessment includes, in particular, the employee’s ability to anticipate important or strategic evolutions as well as his/ her motivation as well as his/her capability to build commitment amongst the other employees. Level 1: • Functional supervision (example: holiday planning) of a small group (example: 1 to 3 persons), or • Coordination of equivalent resources for short-term projects/tasks, or • Provision of expertise by responding to questions in his field field of work in order to resolve technical issues Level 2: • Functional / organisational supervision (example: distribution of tasks) to a restricted number of persons (example: >3), or • Coordination of various resources for short-term projects/ tasks, or • Reference employee in his field of work by using his knowledge to solve issues or assist with projects which are not in his field field of work. Takes over an advisory role Level 3: • Direct supervision of a small number of persons (example: <5), or • Coordination of various resources for mid-term complex projects/tasks, or • Shows his capacity to understand and anticipate the implications of executed tasks and important evolutions in his field of expertise (supervision) Level 4: • Direct supervision of a larger number of persons (example: >5) and/or role of coach, or • Coordination of various resources strategic long-term projects/tasks, or • Shows his capacity to understand the implications of executed tasks and important / strategic evolutions in his field field of expertise Classification of functions As of 2020, each function will be classified taking into account five (5) evolution criteria. This classification will focus on five (5) evolution criteria, which will in turn be ranked in four (4) levels with specific points being allocated to each level. Only the overall sum of points for the five (5) criteria will define the final classification in one of the 4 groups. Based on this initial assessment, each function is put into a defined group in light of the employee’s ability to fulfil the expected roles and responsibilities. Each employee is categorised in one of the four (4) groups of function. The main component of salary evolution is the acquisition, the development and the use of skills, either by way of furthering the proficiency of the current function or by progressing towards new roles and responsibilities. The progression will be evaluated as part of the annual performance assessment process set up and designed internally by each institution. It is assumed that employees in the financial sector acquire a skillset within the first eight (8) years of their career up to one (1) % per year up until the threshold of their functional group. This skill- acquisition assumption is included in the percentage of the global envelope. Employees hired in 2018 and in 2019 take advantage of the same conditions as set out in the preceding paragraph in relation to the skill-acquisition assumption.
Appears in 1 contract
Samples: Collective Bargaining Agreement
Impact. This criterion takes into account the impact of a particular occupation on the overall performance of a given department / line of work. Accordingly, this touches upon an employee’s ability to take decisions taking into account the relevant added value. Level 1: • Limited impact on the performance of the department • Limited impact on the decision process Level 2: • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process Level 3: • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) Level 4: • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations This criterion measures the level, the nature, the variety and the complexity of human relations in regard of the particular function and duty. Level 1: • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients Level 2: • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations Level 3: • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients Level 4: • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise This criterion measures the employee’s capability to manage and/or lead the team, engage in project management, as well as the employee’s level of expertise required for a specific function. This assessment includes, in particular, the employee’s ability to anticipate important or strategic evolutions as well as his/ his/her motivation as well as his/her capability to build commitment amongst the other employees. Level 1Classification criteria matrix Criteria Xxxxx 0 Xxxxx 0 Xxxxx 0 Xxxxx 0 Xxxxxxxxx Training, experience and specific knowledge (technical, linguistic, …) • No academic background • And/or no previous experience • Academic background (example: A level +2) • And/or first professional experience required (example: up to 2 years) • Higher academic training (example: Bachelor) • And/or significant professional experience (example: up to 5 years) • Higher academic training (example: Master) • And/or confirmed professional experience (example: minimum 5 years) Complexity Diversity of tasks, analysis and solution of problems • Standardised and homogeneous tasks • Limited ability to analyse issues • Various tasks within a limited activity • Ability to analyse and proactively evaluate solutions is required • Various tasks in different fields of activity • Critical analysis of issues with solution- oriented recommendations is required • Diverse range of complex tasks • In-depth analysis and search for continued improvement requiring the evaluation of unusual problems Impact Impact on the performances Capacity of judgment required for decision taking • Limited impact on the performance of the department • Limited impact on the decision process • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations Interdepartmental collaboration and relational capacities, client service • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise Team leading, coordination and project management, level of expertise necessary for the function • Functional supervision (example: holiday planning) of a small group (example: 1 to 3 persons), or • Coordination of equivalent resources for short-term projects/tasks, or • Provision of expertise by responding to questions in his field field of work in order to resolve technical issues Level 2: • Functional / organisational supervision (example: distribution of tasks) to a restricted number of persons (example: >3), or • Coordination of various resources for short-short- term projects/ projects/tasks, or • Reference employee in his field of work by using his knowledge to solve issues or assist with projects which are not in his field field of work. Takes over an advisory role Level 3: role. • Direct supervision of a small number of persons (example: <5), or • Coordination of various resources for mid-term complex projects/tasks, or • Shows his capacity to understand and / anticipate the implications of executed tasks and important evolutions in his field of expertise (supervision) Level 4: • Direct supervision of a larger number of persons (example: >5) and/or role of coach, or • Coordination of various resources strategic long-term projects/tasks, or • Shows his capacity to understand the implications of executed tasks and important / strategic evolutions in his field field of expertise Classification & methodologies Each of functions As of 2020the levels is associated with a value. In order to ensure fair treatment, the progression between each function will be classified taking into account five (5) evolution criterialevel is linear: Level 1 = 1 point Level 2 = 2 points Level 3 = 3 points Xxxxx 0 = 4 points N/A = 0 This classification thus yields point totals varying between 4 and 20. For each job, the value allocated per level depends on the skills weight. This classification will focus evaluation must therefore be based on five a job description. Classification criteria Knowledge Complexity Impact Human relations Team management, coordination and expertise Result Group The job positioning is based on granted points along the evaluation. Please find below the repartition: 16 points C 12-15 points B 8-11 points A 4-7 points Front Office Job descriptions – structure Private Banking Credit Capital Markets Retail Banking Fund Services Insurance Corporate Portfolio Corporate Banking Management Services Fund Accounting Billing Transaction Processing Pricing & Valuation Credit Operations Custody Operations Domiciliary Services Static Data Transfer Agent Collateral Management Client Reporting Finance & Accounting Human Resources Organisation & Project Management Information Technologies Tax Services Administration & Office Services Marketing & Communication Legal Services & General Secretariat Central Services Internal Control Functions Risk Management Control Functions Compliance Internal Audit Job description – summary Assistant Private Banking Private Banker Retail Banking Account Manager Front Office Retail Banking Relationship Manager Retail Banking Front Desk Officer Sales Executive Corporate Relationship Manager Credit Relationship Officer Client Services Officer Portfolio Manager Forex & Money Market Trader ALM Analyst Settlement Officer Cash Investigation Officer Cash Processing Operator Operations Transaction Processing Team Leader Custody Corporate Operations Officer Tax Officer Transfer Agent Fund Accountant Credit Operator Registration Agent Client & Legal Reporting Administrator Financial Accounting Agent Financial Accounting Team Leader Financial Reporting & Modelling Officer Financial Reporting & Modelling Team Leader Legal Advisor Tax Advisor HR Generalist Training Supervisor Payroll Specialist Central Services Internal Communication Officer UX/UI Designer CRM Corporate Officer Personal /Executive Assistant Administrative Assistant Procurement Officer Facilities Agent Staff Services Agent Project Manager IT Architecture Specialist IT Software Engineer IT Support Officer IT Support Team Leader IT Security Officer Data Scientist Control Functions Depositary Financial Services (5DFS) evolution criteriaAnalyst Compliance officer Risk Officer Risk Controller Internal Auditor Private Banking Retail Banking Corporate Banking Credit Front Office Fund Services Portfolio Management Capital Markets Insurance Corporate Services Assistant Private Banking Private Banker Retail Banking Account Manager Retail Banking Relationship Manager Retail Banking Front Desk Officer Sales Executive Corporate Relationship Manager Credit Relationship Officer Client Services Officer Portfolio Manager Forex & Money Market Trader ALM Analyst FRONT OFFICE Private Banking – Assistant Private Banking Tasks and responsibilities Contributes to the preparation and the administrative follow-up of client files (accounts opening, transaction, portfolio follow-up) Assures the execution of instructions received from advisors and clients and/or ensures the transmission of instructions to the competency services in order to allow their execution Supports private bankers with clients’ data management and treasury Assists private bankers in the preparation of clients’ meetings and ensures the follow-up on clients’ reporting on a regular basis Prepares required documentation for internal and external meetings Technical and behavioural skills Has a two-year university degree (“Bac+2”) related to the required area of expertise Prior experience in a similar position would be considered an asset Rigour and discretion Sense of responsibility, dynamism, proactivity and flexibility Good knowledge of computer-based tools (Word, Excel, PowerPoint) and Outlook Fluent in foreign languages useful for the position, which will in turn be ranked in four (4) levels with specific points being allocated to each level. Only could include the overall sum of points for the five (5) criteria will define the final classification in one official language of the 4 groups. Based on this initial assessment, each function is put into a defined group in light bank’s country of the employee’s ability to fulfil the expected roles and responsibilities. Each employee is categorised in one of the four (4) groups of function. The main component of salary evolution is the acquisition, the development and the use of skills, either by way of furthering the proficiency of the current function or by progressing towards new roles and responsibilities. The progression will be evaluated as part of the annual performance assessment process set up and designed internally by each institution. It is assumed that employees in the financial sector acquire a skillset within the first eight (8) years of their career up to one (1) % per year up until the threshold of their functional group. This skill- acquisition assumption is included in the percentage of the global envelope. Employees hired in 2018 and in 2019 take advantage of the same conditions as set out in the preceding paragraph in relation to the skill-acquisition assumption.origin FRONT OFFICE
Appears in 1 contract
Samples: Agreement
Impact. This criterion takes into account the impact of a particular occupation on the overall performance of a given department / line of work. Accordingly, this touches upon an employee’s ability to take decisions taking into account the relevant added value. Level 1: • Limited impact on the performance of the department • Limited impact on the decision process Level 2: • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process Level 3: • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) Level 4: • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations This criterion measures the level, the nature, the variety and the complexity of human relations in regard of the particular function and duty. Level 1: • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients Level 2: • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations Level 3: • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients Level 4: • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise This criterion measures the employee’s capability to manage and/or lead the team, engage in project management, as well as the employee’s level of expertise required for a specific function. This assessment includes, in particular, the employee’s ability to anticipate important or strategic evolutions as well as his/ his/her motivation as well as his/her capability to build commitment amongst the other employees. Level 1Classification criteria matrix Criteria Xxxxx 0 Xxxxx 0 Xxxxx 0 Xxxxx 0 Xxxxxxxxx Training, experience and specific knowledge (technical, linguistic, …) • No academic background • And/or no previous experience • Academic background (example: A level +2) • And/or first professional experience required (example: up to 2 years) • Higher academic training (example: Bachelor) • And/or significant professional experience (example: up to 5 years) • Higher academic training (example: Master) • And/or confirmed professional experience (example: minimum 5 years) Complexity Diversity of tasks, analysis and solution of problems • Standardised and homogeneous tasks • Limited ability to analyse issues • Various tasks within a limited activity • Ability to analyse and proactively evaluate solutions is required • Various tasks in different fields of activity • Critical analysis of issues with solution- oriented recommendations is required • Diverse range of complex tasks • In-depth analysis and search for continued improvement requiring the evaluation of unusual problems Impact Impact on the performances Capacity of judgment required for decision taking • Limited impact on the performance of the department • Limited impact on the decision process • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations Interdepartmental collaboration and relational capacities, client service • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise Team leading, coordination and project management, level of expertise necessary for the function • Functional supervision (example: holiday planning) of a small group (example: 1 to 3 persons), or • Coordination of equivalent resources for short-term projects/tasks, or • Provision of expertise by responding to questions in his field field of work in order to resolve technical issues Level 2: • Functional / organisational supervision (example: distribution of tasks) to a restricted number of persons (example: >3), or • Coordination of various resources for short-short- term projects/ projects/tasks, or • Reference employee in his field of work by using his knowledge to solve issues or assist with projects which are not in his field field of work. Takes over an advisory role Level 3: role. • Direct supervision of a small number of persons (example: <5), or • Coordination of various resources for mid-term complex projects/tasks, or • Shows his capacity to understand and / anticipate the implications of executed tasks and important evolutions in his field of expertise (supervision) Level 4: • Direct supervision of a larger number of persons (example: >5) and/or role of coach, or • Coordination of various resources strategic long-term projects/tasks, or • Shows his capacity to understand the implications of executed tasks and important / strategic evolutions in his field field of expertise Classification & methodologies Each of functions As of 2020the levels is associated with a value. In order to ensure fair treatment, the progression between each function will be classified taking into account five (5) evolution criterialevel is linear: Level 1 = 1 point Level 2 = 2 points Level 3 = 3 points Xxxxx 0 = 4 points N/A = 0 This classification thus yields point totals varying between 4 and 20. For each job, the value allocated per level depends on the skills weight. This classification will focus evaluation must therefore be based on five (5) evolution criteriaa job description. Classification criteria Knowledge Complexity Impact Human relations Team management, which will in turn be ranked in four (coordination and expertise Result Group The job positioning is based on granted points along the evaluation. Please find below the repartition: 16 points C 12-15 points B 8-11 points A 4) levels with specific -7 points being allocated to each level. Only the overall sum of points for the five (5) criteria will define the final classification in one of the 4 groups. Based on this initial assessment, each function is put into a defined group in light of the employee’s ability to fulfil the expected roles and responsibilities. Each employee is categorised in one of the four (4) groups of function. The main component of salary evolution is the acquisition, the development and the use of skills, either by way of furthering the proficiency of the current function or by progressing towards new roles and responsibilities. The progression will be evaluated as part of the annual performance assessment process set up and designed internally by each institution. It is assumed that employees in the financial sector acquire a skillset within the first eight (8) years of their career up to one (1) % per year up until the threshold of their functional group. This skill- acquisition assumption is included in the percentage of the global envelope. Employees hired in 2018 and in 2019 take advantage of the same conditions as set out in the preceding paragraph in relation to the skill-acquisition assumption.Front Office Job descriptions – structure Private Banking Credit Capital Markets Retail Banking Fund Services Insurance Corporate Portfolio Corporate Banking Management Services Fund Accounting Billing Transaction Processing Pricing & Valuation Credit Operations Custody Operations Domiciliary Services Static Data Transfer Agent Collateral Management Client Reporting Finance & Accounting Human Resources Organisation & Project Management Information Technologies Tax Services Administration & Office Services Marketing & Communication Legal Services & General Secretariat Central Services Internal Control Functions Risk Management Control Functions Compliance Internal Audit Job description – summary Assistant Private Banking Private Banker Retail Banking Account Manager Retail Banking Relationship Manager
Appears in 1 contract
Samples: Collective Bargaining Agreement
Impact. This criterion takes into account the impact of a particular occupation on the overall performance of a given department / line of work. Accordingly, this touches upon an employee’s ability to take decisions taking into account the relevant added value. Level 1: • Limited impact on the performance of the department • Limited impact on the decision process Level 2: • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process Level 3: • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) Level 4: • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations This criterion measures the level, the nature, the variety and the complexity of human relations in regard of the particular function and duty. Level 1: • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients Level 2: • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations Level 3: • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients Level 4: • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise This criterion measures the employee’s capability to manage and/or lead the team, engage in project management, as well as the employee’s level of expertise required for a specific function. This assessment includes, in particular, the employee’s ability to anticipate important or strategic evolutions as well as his/ his/her motivation as well as his/her capability to build commitment amongst the other employees. Level 1Classification criteria matrix Criteria Xxxxx 0 Xxxxx 0 Xxxxx 0 Xxxxx 0 Xxxxxxxxx Training, experience and specific knowledge (technical, linguistic, …) • No academic background • And/or no previous experience • Academic background (example: A level +2) • And/or first professional experience required (example: up to 2 years) • Higher academic training (example: Bachelor) • And/or significant professional experience (example: up to 5 years) • Higher academic training (example: Master) • And/or confirmed professional experience (example: minimum 5 years) Complexity Diversity of tasks, analysis and solution of problems • Standardised and homogeneous tasks • Limited ability to analyse issues • Various tasks within a limited activity • Ability to analyse and proactively evaluate solutions is required • Various tasks in different fields of activity • Critical analysis of issues with solution- oriented recommendations is required • Diverse range of complex tasks • In-depth analysis and search for continued improvement requiring the evaluation of unusual problems Impact Impact on the performances Capacity of judgment required for decision taking • Limited impact on the performance of the department • Limited impact on the decision process • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations Interdepartmental collaboration and relational capacities, client service • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise Team leading, coordination and project management, level of expertise necessary for the function • Functional supervision (example: holiday planning) of a small group (example: 1 to 3 persons), or • Coordination of equivalent resources for short-term projects/tasks, or • Provision of expertise by responding to questions in his field field of work in order to resolve technical issues Level 2: • Functional / organisational supervision (example: distribution of tasks) to a restricted number of persons (example: >3), or • Coordination of various resources for short-short- term projects/ projects/tasks, or • Reference employee in his field of work by using his knowledge to solve issues or assist with projects which are not in his field field of work. Takes over an advisory role Level 3: role. • Direct supervision of a small number of persons (example: <5), or • Coordination of various resources for mid-term complex projects/tasks, or • Shows his capacity to understand and / anticipate the implications of executed tasks and important evolutions in his field of expertise (supervision) Level 4: • Direct supervision of a larger number of persons (example: >5) and/or role of coach, or • Coordination of various resources strategic long-term projects/tasks, or • Shows his capacity to understand the implications of executed tasks and important / strategic evolutions in his field field of expertise Classification & methodologies Each of functions As of 2020the levels is associated with a value. In order to ensure fair treatment, the progression between each function will be classified taking into account five (5) evolution criterialevel is linear: Level 1 = 1 point Level 2 = 2 points Level 3 = 3 points Xxxxx 0 = 4 points N/A = 0 This classification thus yields point totals varying between 4 and 20. For each job, the value allocated per level depends on the skills weight. This classification will focus evaluation must therefore be based on five (5) evolution criteriaa job description. Classification criteria Knowledge Complexity Impact Human relations Team management, which will in turn be ranked in four (coordination and expertise Result Group The job positioning is based on granted points along the evaluation. Please find below the repartition: ≥ 16 points C 12-15 points B 8-11 points A 4) levels with specific -7 points being allocated to each level. Only the overall sum of points for the five (5) criteria will define the final classification in one of the 4 groups. Based on this initial assessment, each function is put into a defined group in light of the employee’s ability to fulfil the expected roles and responsibilities. Each employee is categorised in one of the four (4) groups of function. The main component of salary evolution is the acquisition, the development and the use of skills, either by way of furthering the proficiency of the current function or by progressing towards new roles and responsibilities. The progression will be evaluated as part of the annual performance assessment process set up and designed internally by each institution. It is assumed that employees in the financial sector acquire a skillset within the first eight (8) years of their career up to one (1) % per year up until the threshold of their functional group. This skill- acquisition assumption is included in the percentage of the global envelope. Employees hired in 2018 and in 2019 take advantage of the same conditions as set out in the preceding paragraph in relation to the skill-acquisition assumption.Front Office Job descriptions – structure Private Banking Credit Capital Markets Retail Banking Fund Services Insurance Corporate Portfolio Corporate Banking Management Services Fund Accounting Billing Transaction Processing Pricing & Valuation Credit Operations Custody Operations Domiciliary Services Static Data Transfer Agent Collateral Management Client Reporting Finance & Accounting Human Resources Organisation & Project Management Information Technologies Tax Services Administration & Office Services Marketing & Communication Legal Services & General Secretariat Central Services Internal Control Functions Risk Management Control Functions Compliance Internal Audit Job description – summary Assistant Private Banking Private Banker Retail Banking Account Manager Retail Banking Relationship Manager
Appears in 1 contract
Samples: Collective Bargaining Agreement
Impact. This criterion takes into account the impact of a particular occupation on the overall performance of a given department / line of work. Accordingly, this touches upon an employee’s ability to take decisions taking into account the relevant added value. Level 1: • Limited impact on the performance of the department • Limited impact on the decision process Level 2: • Direct but limited impact on the performance of the department • Advisory implication in the decision-taking process Level 3: • Direct impact on the performance of the department • Participation in the decision-taking process (recommendations are expected) Level 4: • Direct impact on the performance of the department / line of work • Active participation in the decision-taking process Human relations This criterion measures the level, the nature, the variety and the complexity of human relations in regard of the particular function and duty. Level 1: • Collaboration with similar functions within the same department • Limited to an exchange of information • Little interaction with internal or external clients Level 2: • Interaction with a restricted number of departments and internal contact with employees of the same level • Exchange of information mainly, reasoning • Adapting to the behaviour of different internal/external contact persons and different situations Level 3: • Interaction with several departments and contact at different levels on more complex subjects • Reasoning • Solution-oriented work for internal/external clients Level 4: • Interaction with numerous departments on complex and unusual subjects • Negotiation, ability to influence and convince • In-depth knowledge of the needs of internal/external clients and/or development of networking Team management, coordination and expertise This criterion measures the employee’s capability to manage and/or lead the team, engage in project management, as well as the employee’s level of expertise required for a specific function. This assessment includes, in particular, the employee’s ability to anticipate important or strategic evolutions as well as his/ her motivation as well as his/her capability to build commitment amongst the other employees. Level 1: • Functional supervision (example: holiday planning) of a small group (example: 1 to 3 persons), or • Coordination of equivalent resources for short-term projects/tasks, or • Provision of expertise by responding to questions in his field of work in order to resolve technical issues Level 2: • Functional / organisational supervision (example: distribution of tasks) to a restricted number of persons (example: >3), or • Coordination of various resources for short-term projects/ tasks, or • Reference employee in his field of work by using his knowledge to solve issues or assist with projects which are not in his field of work. Takes over an advisory role Level 3: • Direct supervision of a small number of persons (example: <5), or • Coordination of various resources for mid-term complex projects/tasks, or • Shows his capacity to understand and anticipate the implications of executed tasks and important evolutions in his field of expertise (supervision) Level 4: • Direct supervision of a larger number of persons (example: >5) and/or role of coach, or • Coordination of various resources strategic long-term projects/tasks, or • Shows his capacity to understand the implications of executed tasks and important / strategic evolutions in his field of expertise Classification of functions As of 2020, each Each function will be is classified taking into account five (5) evolution criteria. This classification will focus on five (5) evolution criteria, which will in turn be ranked in four (4) levels with specific points being allocated to each level. Only the overall sum of points for the five (5) criteria will define the final classification in one of the 4 groups. Based on this initial assessment, each function is put into a defined group in light of the employee’s ability to fulfil the expected roles and responsibilities. Each employee is categorised in one of the four (4) groups: Group A: 4-7 points Group B: 8-11 points Group C: 12-15 points Group D: 16 points The creation of any new function within the company shall be communicated to the staff delegation, and its classification in the respective function groups of functionshall be done in consultation with the staff delegation. The main component of salary evolution is the acquisition, the development and the use of skills, either by way of furthering the proficiency of the current function or by progressing towards new roles and responsibilities. The progression This development will be evaluated as part of noted during the annual performance assessment process set up and designed evaluation process, the practical details of which will be determined internally by each institutionestablishment in consultation with the staff delegation. A review of the various job descriptions will be carried out in consultation with the staff delegation on the basis of a frequency to be defined within the company It is assumed that employees in the financial sector acquire a skillset within the first eight (8) years of their career up to one (1) % per year up until the threshold of their functional group. This skill- skill-acquisition assumption is included in the percentage of the global envelope. Employees hired in 2018 and in 2019 take advantage of , except for the same conditions as set out in the preceding paragraph in relation to the skill-acquisition assumptionyear 2021.
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Samples: Agreement
