The impact of new technologies on occupational profiles in the banking sector

Cedefop — European Centre For The Development Of Vocational Training

Sujets

• BANK (art collective)
• Case study
• France
• Luxemburgo
• Países Bajos
• United Kingdom
• Sociologie, société et politique

Informations

• Publié par: CEDEFOP-EUROPEAN-CENTRE-FOR-THE-DEVELOPMENT-OF-VOCATIONAL-TRAINING
• Nombre de lectures: 27
• Langue: English
• Poids de l'ouvrage: 3 Mo

Extrait

PANORAMA
The impact
of new
technologies on
occupational
profiles in the
banking sector
Case studies in
Luxembourg
the Netherlands,
the United Kingdom
and France The impact of new technologies on occupational
profiles in the banking sector
Case studies in Luxembourg, the Netherlands, the United
Kingdom and France
Laurence Vitali('), Jeanine Freiche(2), Alison Matthews(3),
John WarmerdamC)
(') Institut national pour le développement de la formation professionnelle
continue (INFPC), Luxembourg
(2) Entreprise et Personnel (E&P), Paris
(3) Qualifications and Curriculum Authority (QCA), London
(') Institute for Applied Social Sciences (ITS), Nijmegen
on behalf of CEDEFOP - European Centre for
the Development of Vocational Training
Edited by Mara Brugia under the responsibility
of Stavros Stavrou, Deputy Director - CEDEFOP
Thessaloniki, 1998
Published by
CEDEFOP - European Centre for the
Development of Vocational Training
Marinou Antipa 12
GR-57001 Thessaloniki
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Luxembourg: Office for Official Publications of the European Communities, 1998
ISBN 92-828-5158-3
© European Communities, 1998
Reproduction is authorised provided the source is acknowledged.
Printed in Luxembourg TABLE OF CONTENTS
CEDEFOP PREFACE V
1. INTRODUCTION 1
1.1 The issue
1.2 The aim of the study
1.3 The Study 2
1.4 The new technologies 3
2. LUXEMBOURG 5
2.1 Basic data on the banking market
2.1.1 Structure of employment in banking
2.1.2 New technologies in Luxembourg banking 6
2.2 Interviews 7
2.2.1 Case-study 1
2.2.1.1 Nature of the bank
2.2.1.2 Principal activities
2.2.1.3 Bank staff. 8
2.2.1.4 Use of new technologies 9
2.2.1.5 New job profiles and new qualifications required 10
2.2.1.6 Jobs observed 1
2.2.1.7 The role of the Human Resources department4
2.2.1.8 The role of the Training department5
2.2.2 Case-study 2
2.2.2.1 Nature of the bank
2.2.2.2 Principal activities
2.2.2.3 Bank staff
2.2.2.4 Use of new technologies6
2.2.2.5 New job profiles and new qualifications required 17
2.2.2.6 Job observed 1
2.2.2.7 The role of the Human Resources department9
2.3 An example of a job at risk from new technologies: Secretary-Typist 1
2.4 The role of the Luxembourg Bank Training Institute - (IFBL) 20
2.5 The views of a trade union 2
2.6 Conclusion1 3. THE NETHERLANDS 23
3.1 General characteristics of the Dutch banking sector 2
3.1.1 Trends on the market
3.1.2 Scale and structure of employment4
3.1.3 New technology7
3.2 Interviews 28
3.2.1 Case study 1: a small rural savings bank
3.2.1.1 Short description of the bank
3.2.1.2 Implementation of new technology9
3.2.1.3 New occupational profiles 30
3.2.1.4 Qualification requirements1
3.2.1.5 The role of training2
3.2.1.6 The role of the HRM/HRD-department3
3.2.2 Case 2: a large commercial bank4
3.2.2.1 Short description of the bank 3
3.2.2.2 Implementation of new technology5
3.2.2.3 New occupational profiles
3.2.2.4 Qualification requirements8
3.2.2.5 The role of training9
3.2.2.6 The role of the HRM/HRD department 40
3.2.3 Case 3: an ICT support centre for banks1
3.2.3.1 Short description of the centre
3.2.3.2 Development of new technology
3.2.3.3 New job profiles and qualifications2
3.2.3.4 Role of training and the HRD department3
3.3 Conclusion
4. THE UNITED KINGDOM 47
4.1 General characteristics of the UK banking sector
4.2 Interviews 51
4.2.1 Case Study 1: Bank A: National retail bank, highly automated 5
4.2 1.1 Context of the bank, and conditions in which it operates within the UK
4.2 1.2 Change in the bank over time - new technology and implications for staff numbers 52
4.2 1.3 Personnel profile, management style and culture of organisation5
4.2 1.4 Implementing technological and functional changes and recruiting 56
4.2 1.5 Pressures for change 57
4.2 1.6 Advantages/disadvantages of change8
4.2 1.7 Future changes and staffing issues
4.2 2 Case Study 2: Bank B: National retail bank - recently restructured 59
4.2 2.1 Context of the bank, and conditions in which it operates within the UK
4.2 2.2 Change in the bank over time - new technology and implications for staff numbers 60
II 4.2.2.3 Personnel profile, management style and culture of organisation 62
4.2.2.4 Implementing technological and functional changes and recruiting3
4.2.2.5 Pressures for change 64
4.2.2.6 Advantages/disadvantages of change5
4.2.2.7 Future changes and staffing issues
4.2.3 Case Study 3: Bank C: International investment bank 66
4.2.3.1 Context of the bank, and conditions in which it operates within the UK 6
4.2.3.2 Change in the bank over time - new technology and implications for staff numbers 6
4.2.3.3 Personnel profile, management style and culture of organisation8
4.2.3.4 Implementing technological and functional changes and recruiting 6
4.2.3.5 Pressures for change9
4.2.3.6 Advantages/disadvantages of change
4.2.3.7 Future changes and staffing issues 6
4.3 Conclusion
5. FRANCE 73
5.1 The French banking system
5.1.1 Banking sector issues6
5.1.2 The integration of the new information and communications technologies into banks 80
5.2 Interviews 82
5.2.1 Enterprise A: telephone bank
5.2.2e B: public national credit and merchant bank 83
5.2.2.1 Organisational characteristics
5.2.2.2 Main trends anticipated in the medium term4
5.2.2.3 Integration of the new information and communications technologies into
the bank's activity 8
5.2.2.4 Accompanying social strategies5
5.2.3 Enterprise c: Credit and merchant bank7
5.2.3.1 Main trends anticipated in the medium term 8
5.2.3.2 Integration of the new information and communications technologies into
the bank's activity 88
5.2.4 Enterprise D: regional public "neighbourhood" bank9
5.2.4.1 Main trends anticipated in the medium term
5.2.4.2 Integration of the new information and communications technologies into
the bank's activity 90
5.2.4.3 Accompanying social strategies
5.3 What do the trade unions think?1
5.4 Trends in jobs and training in credit institutions 93
5.4.1 Overall trends in employment
5.4.2 Trends by type of job 95
III 5.4.3 The impact of these trends on skills 97
5.4.4 Vocational training8
5.5 Prospects9
5.6 Conclusion 101
6. CONCLUSIONS3
6.1 Market situation and general trends
6.2 Centralisation of administration and decision-making 104
6.3 New strategies5
6.4 Careers in banking 10
6.5 The new types of job6
6.6 Jobs at risk7
6.7 Skills/abilities required
6.8 The role of training 109
6.9 Concluding remarks
7. BIBLIOGRAPHY 111
IV CEDEFOP Preface
Over the past 20 years we have witnessed important technological changes brought about by the
rapid development and greater deployment of information and communication technologies.
This trend is modifying work, the structure of qualifications and the organisation of companies,
provoking substantial changes in the labour market and in society as a whole.
The modernisation of financial markets has also transformed recruitment and training strategies.
Over a number of years, the banking sector has undergone a reorganisation process requiring
efforts to adapt in the areas of recruitment, training and personnel policy.
Since the mid-70s and particularly the first half of the 80s, financial services have had to meet
the challenges of intense competition and a rapid change in the markets. These changes have
transformed the sector into a much dynamic environment. This structural change is attributable
to a variety of factors, in particular, the internationalisation of financial markets, the deregulation
of the banking sector, a reduction in intermediaries, increased saturation of the market, the
diversification of financial products and technological changes.
This change has had its greatest impact at the place of work. New functions are emerging,
banking operations are multiplying; electronic banking is expanding; the home bank is emerging
thanks to the Internet. Innovation is rampant. Work organisation is changing: financial
institutions are increasingly abandoning the traditional models of the organisation of work, they
are simplifying their hierarchical structure, delegating responsibilities at all levels and ensuring
the participation of all their employees in the innovation process.
This causes the content of various professions to change; individuals need more knowledge and