A4 für Copyshop GB.indd - Bayerische Landesbank

78 BayernLB – our company
Our staff
Downsizing measures brought to an early close
“Implementing the new business model in 2004 demanded a great deal of flexibility
and willingness to make sacrifices from BayernLB’s staff.” The above is a core message
from the Board of Management, taken from the latest of the “Shaping our future
together” series of talks. In this internal forum, members of the Board of Management
periodically tackle questions from the Bank’s staff.
Personnel communication measures are of particular importance at this time of strate-
gic realignment. Management forums and staff events of this type afford the Board of
Management the opportunity of explaining the background behind current decisions.
They are also a good way of gathering direct feedback on staff morale. Immediate
internal communication has helped to ensure that all staff members understand the
necessity of the measures taken, as well as their importance for assuring job security.
It has helped to bring the staff fully on board for the Bank’s strategic realignment.
The strong performance in 2004 is essentially thanks to the staff of BayernLB, who have
shown exceptional commitment in implementing the new business model in their day-
to-day work.
Far-reaching changes to the Bank’s structural and procedural organisation last year led
to staff restructuring measures, resulting in the termination of around 1000 jobs in
2003 and 2004. However, target figures were reached early, meaning that restructuring
could be brought to a close in 2004.
Optimisation of personnel management systems
BayernLB’s staff policy aims to create an environment in which employees can perform
well. To this end, personnel management systems also had to be revised and adjusted.
The remuneration systems were optimised and tied more closely to BayernLB’s business
performance. Employees under the Bank’s own pay scale have long had a performance-
oriented and earnings-related bonus system. Now, a similar bonus system has also been
designed for employees with salaries based on the standard pay scale. This will help to
achieve BayernLB’s goal of rewarding individual performance and fostering the commit-
ment and motivation of each employee in an individual and targeted manner.
Optimisation of “management by objectives” was initiated, with the aim of achieving
a target-oriented global management of BayernLB to safeguard business performance.
Both management and staff are to be given even fuller support in achieving not only
overall Bank objectives, but also the concomitant individual objectives of each employee.
A performance appraisal system is currently being developed to support this aim. It
will be used to identify employees with potential and will be accompanied by continu-
ous successorship planning.