[Name of company]

Job description

I approve

[Job title] [Organization name]

______________/___[FULL NAME.]___/

Branch Manager

1. General Provisions

1.1. This job description defines the functional duties, rights and responsibilities of the director of the branch [Organization name in genitive] (hereinafter - the Company).

1.2. The director of the branch is appointed and dismissed in accordance with the procedure established by the current labor legislation by order of the head of the Company.

1.3. The director of a branch belongs to the category of managers and reports directly to the [name of the position of the immediate manager in the dative] of the Company.

1.4. A person who has a higher professional education (specializing in management) or a higher professional education and additional training in the field of management theory and practice, work experience in the specialty for at least 2 years is appointed to the position of the director of a branch.

1.5. The branch director should know:

Legislative and regulatory legal acts regulating entrepreneurial and commercial activities;

Market economy, entrepreneurship and business conduct;

Market conditions, pricing and taxation procedures;

Marketing Basics;

Theory of management, macro- and microeconomics, business administration, stock exchange, insurance, banking and finance;

The theory and practice of working with personnel;

The procedure for the development of business plans and commercial terms of agreements, agreements, contracts;

Fundamentals of Sociology, Psychology and Labor Motivation;

Business ethics;

Basics of production technology;

Management structure of an enterprise, institution, organization;

Prospects for innovation and investment activities;

Methods for assessing the business qualities of employees;

Basics of office work;

Information processing methods using modern technical means of communication and communication, computer technology;

Fundamentals of Labor Legislation;

Advanced domestic and foreign experience in the field of management;

Labor protection rules and regulations.

1.6. The director of the branch in his activities is guided by:

The business plan of the Company;

Local acts and organizational and administrative documents of the Company;

Internal labor regulations;

Occupational health and safety regulations, industrial sanitation and fire protection regulations;

Instructions, orders, decisions and instructions of the immediate supervisor;

This job description.

1.7. During the temporary absence of the director of the branch, his duties are assigned to [the name of the position of the deputy].

2. Functional responsibilities

The director of the branch carries out the following labor functions:

2.1. Manages the entrepreneurial or commercial activities of the branch of the Company aimed at satisfying the needs of consumers and making a profit through stable operation, maintaining a business reputation and in accordance with the powers granted and allocated resources.

2.2. Based on the strategic goals of the organization, plans entrepreneurial or commercial activities.

2.3. Monitors the development and implementation of business plans and commercial terms, agreements, agreements and contracts, assesses the degree of possible risk.

2.4. Analyzes and solves organizational, technical, economic, personnel and socio-psychological problems in order to stimulate production and increase sales of products, improve the quality and competitiveness of goods and services, economical and efficient use of material, financial and labor resources.

2.5. Carries out the selection and placement of personnel, motivation of their professional development, assessment and stimulation of the quality of work.

2.6. Organizes relations with business partners, a system for collecting the necessary information for expanding external relations and exchange of experience.

2.7. Analyzes the demand for manufactured products or services, forecasting and motivating sales through the study and assessment of customer needs.

2.8. Participates in the development of innovative and investment activities, advertising strategies related to the further development of entrepreneurial or commercial activities.

2.9. Provides an increase in profitability, competitiveness and quality of goods and services, increasing labor efficiency.

2.10. Coordinates activities within a certain area (area), analyzes its effectiveness, makes decisions on the most rational use of the allocated resources.

2.11. Engages consultants and experts on various issues (legal, technical, financial, etc.) to solve problems.

The branch director has the right:

3.1. To give subordinate employees and services (divisions) instructions, tasks on a range of issues included in his functional duties.

3.2. Control the implementation of planned tasks and work, the timely execution of individual orders and tasks by the services (divisions) subordinate to him.

3.3. Request and receive the necessary materials and documents related to the activities of the director of the branch, subordinate services (divisions).

3.4. Enter into relationships with subdivisions of third-party institutions and organizations to resolve operational issues of production activities within the competence of the director of the branch.

3.5. Represent the interests of the organization in third-party organizations on issues related to its professional activities.

4. Responsibility

The branch director is responsible for:

4.1. Failure to ensure the fulfillment of their functional duties, as well as the work of subordinate services (divisions) of the organization on issues within the responsibilities of the department.

4.2. Inaccurate information about the status of execution of work plans by a department, subordinate services (divisions)

4.3. Failure to comply with orders, orders and instructions of the general director of the organization.

4.4. Failure to take measures to suppress identified violations of safety regulations, fire safety and other rules that pose a threat to the activities of the organization and its employees.

4.5. Failure to ensure compliance with labor and performance discipline by employees of subordinate services (divisions) of the organization

5. Working conditions

5.1. The mode of work of the director of the branch is determined in accordance with the Internal Labor Regulations established in the organization.

5.2. Due to operational needs, the director of the branch can go on business trips (including local ones).

5.3. To resolve operational issues related to production activities, the director of the branch may be assigned service vehicles.

6. Authority to sign

6.1. To ensure his activities, the director of the branch is granted the right to sign organizational and administrative documents on issues attributed to his competence by this job description.

Acquainted with the instructions ___________ / ____________ / "__" _______ 20__

I. General provisions

1. The director of the branch belongs to the category of managers.

2. A person with higher education and work experience in the position of a manager for at least 2 years, experience in organizing sales for at least 3 years, experience in warehouse work for at least 2 years shall be appointed to the position of the Director of a branch.

3. Appointment to the position of Branch Director and release from it is made by order of the General Director of the enterprise upon the recommendation of the Head of the Regional Policy Department with the consent of the Head of the Department and the Commercial Director.

4. The director of the branch should know:

4.1. The main legislative and regulatory legal acts, methodological materials for organizing sales.

4.2. Methods and procedure for developing long-term and current sales plans.

4.3. State and development prospects of textile markets.

4.4. Methods of studying the demand for goods of assortment groups of the Enterprise.

4.5. Rules for the conclusion and execution of contracts for the supply of products.

4.6. Textile standards and specifications.

4.7. Federal and local requirements for organizing trade.

4.8. Fundamentals of technology, organization of production, labor and management.

4.9. Organization of accounting for sales operations and reporting on the implementation of the implementation plan.

4.10. Regulatory and methodological materials on the organization of storage facilities.

4.12. Articles, types, brands, grade and other quality characteristics of textiles.

4.13. Organization of loading and unloading operations.

4.14. Rules and procedure for storage and storage of fabrics, regulations and instructions for their accounting.

4.15. Terms of contracts for the lease of storage facilities and equipment.

5. The director of the branch reports directly to the Head of the Regional Policy Department.

6. During the absence of the Branch Director (illness, vacation, business trip, etc.), his duties are performed by the Client Relationship Manager, who is responsible for their proper execution.

II. Job responsibilities

Branch Manager:

1.Provides profitable, break-even operation of the entrusted branch.

2. Organizes the implementation of the trade policy of the Enterprise in the region where the branch is located.

3. Carries out a rational distribution of responsibilities between the employees of the Branch, the division of functions, tasks, actions, monitors the execution of orders and orders, maintains the necessary level of labor and executive discipline.

4. Manages the work of the Office and Warehouse parts of the Branch, organizes the release of goods from the warehouse according to the method adopted at the Enterprise, the receipt of funds in accordance with the Legislation of the Russian Federation and in accordance with the procedure adopted at the Enterprise.

5. Organizes the optimal interaction between the sales and warehouse parts of the branch.

6. Leads the work on maintaining and developing the client network.

7. Carries out control over the implementation of the Sales Plan of the Branch, the implementation of the personal sales plans of the Account Managers.

8. If necessary, together with the Regional Department, takes measures to adjust the progress of the sales plans.

9. Responsible for the implementation of a set of measures to check the creditworthiness of clients.

10. Controls the fulfillment by clients of the terms of the concluded agreements, participates in negotiations with clients, takes actions aimed at protecting the interests of the Company.

11. Controls the correctness of the payment by the client, checks the correctness and accuracy of the documents presented by the clients confirming payment for the goods.

12. Controls the correctness and timeliness of shipment of goods to customers.

13. Studies the demand for textiles and fabrics in the locations of the main clients of the Branch.

14.Makes proposals to the Head of the Regional Policy Department on changing the assortment of its Branch, prices for fabrics and textiles.

15. Supervises the work of the warehouse of the Branch for the reception, storage and release of textile products, their rational placement.

16. Ensures the safety of stored fabrics, compliance with storage regimes, rules for processing and delivery of receipts and expenditures.

17. Monitors the availability and serviceability of fire-fighting equipment, the condition of premises, equipment and inventory in the warehouse and ensures their timely repair.

18. Organizes loading and unloading operations at the warehouse in compliance with the rules of labor protection, safety measures.

19. Participates in the inventory of inventory items at the Branch entrusted to him.

20. Conducts constant work to prevent theft of textiles and fabrics.

21. Controls the accounting of warehouse operations, established reporting.

22. Acts in the interests of the Enterprise, defending them in all institutions and organizations.

III. The rights

The branch director has the right:

1. To get acquainted with the draft decisions of the management of the enterprise concerning the work of the branches of the Enterprise

2. Submit to the management of the enterprise proposals to improve the activities of the Branch and the sales network as a whole.

3. To request, personally or on behalf of the management of the enterprise, from the heads of departments and specialists, information and documents necessary for the performance of their official duties.

4. Sign and endorse documents within their competence.

5. To carry out interaction with the heads of all structural divisions of the Enterprise.

6. To make proposals on the encouragement of distinguished workers, the imposition of penalties on violators of production and labor discipline, on the prosecution of persons guilty of theft and loss.

IV. A responsibility

The branch director is responsible for:

1. For improper performance or non-performance of their duties provided for by this job description - within the limits determined by the current labor legislation of the Russian Federation.

2. For causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation (in full).

1. The criteria for evaluating the Director of the Branch are:

3.1. Implementation of the sales plan of the Branch.

3.2. Compliance with financial discipline by the Branch, first of all, the strict implementation of budgets and cost estimates of the Branch.

3.3. No theft of goods from the Branch's warehouse.

3.4. No disruptions in the work of the Branch.

3.5. Lack of valid claims from consumers.

Head of Regional Policy Department				P.A. Kortnev
		(signature)		(surname, initials)
		“___” _____________
I have read the instructions:
		(signature)		(surname, initials)
		“___” ______________

The territorial branches differ from the head office of the company only by the location. Employees of both have the same rights and responsibilities, but the director of the branch is on the career ladder one or even several steps below the general director.

The work of the head of the territorial division is distinguished by high responsibility and tension, because he is responsible for the activities of the entire company in the territory entrusted to him.

The main task

The main task of a branch director is to be responsible for doing business in the trusted territory. But on most of the costs, he is not able to have a significant impact. In this regard, the director of the unit must find ways of solving the situation and justify to the management the need to change the pricing policy in the region entrusted to him, based on the demand and purchasing power of the population.

Professional quality

The branch director must:

• know the laws and regulations, orders, decrees and orders related to the activities of the organization.
• possess information about the specialization and profile of the company and its division;
• present the prospects for the development of the branch;
• be able to develop a plan for the financial activities of the unit;
• have the ability to keep records of business and financial transactions of the branch;
• know how logistics is organized and how financial activities are carried out;
• be able to provide transport accessibility and service, as well as product sales;
• possess information about loading and unloading products;
• have information on the development of norms for the expenditure and stocks of inventories;
• be able to conclude and fulfill the terms of business contracts.
• know the basics of economics, production management, organization of labor in production, as well as requirements for safety and fire protection.

A responsibility

Only a very hardworking and honest person can hold the position of a branch director, because he is responsible for:

• for the general activity of the structural unit and for the work of each of its employees;
• for the well-coordinated work of all services and departments of the branch;
• for the fulfillment of all tasks set by the higher management;
• for spending financial and other funds of the unit;
• for property stored in warehouses and office premises;
• for the timely provision of reports and the accuracy of the data contained therein;
• for compliance with fire and technical safety rules;
• for maintaining the confidentiality of information.

Duties

The responsibilities of the head of the territorial unit are very extensive. They include:

• break-even organization of the branch;
• building the trade policy of enterprises in the region where the subdivision entrusted to him is located;
• rational distribution of job responsibilities among the employees of the organization in the entrusted territory;
• creating a work environment in which labor and performance discipline is observed;
• management of the activities of the unit in warehouses and offices, in accordance with the rules adopted at the enterprise;
• control over the material and intangible assets of the company, in accordance with the legislation of the Russian Federation;
• management of work on retaining regular customers of the company and attracting new ones;
• inspection of the implementation of the plan outlined by the director general of the organization;
• study of the need for the company's products at the location of the branch;
• participation in the inventory of material assets of the unit;
• ensuring the safety of products and other property of the organization in warehouses;
• inspection of work on operations in the warehouse, in accordance with the established reporting;
• taking all possible measures to prevent the loss of products;
• monitoring the correctness of the provision of services to clients, checking the correctness and accuracy of documents provided by clients;
• control over the availability and serviceability of fire-fighting equipment, its timely maintenance;
• carrying out work in the interests of the organization and defending its interests in all institutions and organizations.

Duties of the director of a bank branch

The responsibilities of a divisional director may vary from industry to industry. For example, the director of a bank branch, in addition to the standard set of duties, must:

• Analyze the specifics of the banking services market in different regions and, based on the data obtained, make proposals for improving the activities of the branch.
• Resolve current issues, prepare certificates and draft responses to incoming applications and letters from clients.
• Take measures to introduce effective methods and technologies of the bank's work into the activities of the branch.

The rights

Like any other employee, the director of a branch has not only duties, but also rights, including:

1. Study of the achievements of the administration of the head office of the company, sent to the work of the branches of the enterprise.
2. Providing for the study of the management of the enterprise developments to improve the efficiency of the unit.
3. Personal request (or at the request of the management) from the structural divisions and employees of the branch of documents and information required for the performance of official duties.
4. The right to sign and sign documents as part of their job duties.
5. Interaction with structural departments of the company.
6. Encouragement of distinguished employees, application of financial liability to those who violate labor and production discipline, as well as to persons guilty of loss and theft.

Wage

The salary of a branch director depends on the region in which the organization's division is located. For example, the director of the Moscow branch earns twice as much as his colleague from Volgograd.

Branch director salary in different regions

Region	Salary
St. Petersburg
Volgograd
Rostov-on-Don
Nizhny Novgorod
Krasnoyarsk
Chelyabinsk
Novosibirsk
Ekaterinburg

Unspoken truths

The peculiarities of the work of the director of the branch are spelled out in the corresponding job description, however, in order to take the position of the head of the branch, it is not enough to meet the requirements that are prescribed in it. To cope with the official duties of the head of the department, you must also have:

• Presentable appearance (after all, the branch director is the “face of the company” in the region).
• Experience in a non-managerial position in the field of the organization (in order to better understand the specifics of the company's functioning).
• A car (it will provide high mobility when solving many tasks "on the ground").
• High communication skills (after all, it will be necessary to establish relations with numerous subordinates).
• Striving for self-development and self-improvement.
• Broad horizons in management, sales, planning and analysis.

Important nuances

In addition to the above data on the activities of the branch manager, it will not be superfluous to pay attention to the following information:

• The general director of a company can simultaneously head its branch, this is not prohibited by law.
• Also, the head of the branch can hold leadership positions in other organizations. For example, Vice President - Director of the Rostelecom branch Alexander Afanasyev. In 2010, he was appointed deputy deputy of "UTK" PJSC concurrently.
• A branch director is considered a middle manager. He is appointed and dismissed by the CEO. The exception is the director of the LLC branch. He is appointed by the society and works by proxy on its behalf.
• A person with at least two years of managerial experience may be appointed to the position of the general director of a branch. Higher education is required.
• During the absence of the head of the division (during his vacation, illness, etc.), another employee is appointed to the position of deputy director of the branch. He has the necessary competencies.
• During the meetings of the organization's management with the directors of the branches, reports on the work done and familiarization with new goals and objectives are collected.

What conclusions can be drawn? The work of a branch director is associated with great responsibility and high workload. He must be able to lead and obey, carry out tasks and give instructions, carry out current work, analyze the past and make plans for the future.

The territorial branches employ employees of the company who are equivalent to colleagues from the head office. The peculiarity of the management of such employees lies only in the remoteness of the region of work, because of which it seems to the managers that the employees of the branches are less under control than other employees of the company.

Generally, central office managers perceive branch directors as middle managers, empowered to quickly resolve emerging issues and tasks addressed by the central office to a division in their specific region. At meetings with representatives of territorial branches, reports are collected, and tasks and new goals are set.

At the same time, branch directors position themselves as top managers seeking to solve key business growth challenges in their region. In addition, they declare the right to make key decisions on planning long-term work in the organization as a whole and in the territory of the region entrusted to them.

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• Recruiting: important nuances that will save time

In pursuit of the goal of maintaining a high position in the trusted team, directors of regional branches make typical mistakes, as a result of which disruptions in work and dissatisfaction with the work of the branch in the central office occur:

• when discussing business issues and in interaction with the regional government, present themselves as the persons behind whom the final decisions stand, which, as a result, is constantly disavowed by the head office;
• under management with subordinates, attempts are made to increase the volume of orders implemented without the approval of the central office;
• building relationships with the central office, they reduce the flow of all information received from subordinates to themselves, trying to take on the entire burden of responsibility.

Meanwhile, head office workers, relying on their awareness of the status and position of branch directors, make the following mistakes that lead to the loss of their support and control:

• contact the local business partners of the company, bypassing branch employees, or adjust the exact agreements reached with customers "based on good considerations";
• take over the administration of employees of branches, manage their work and wages, at this time the director of the branch wonders why he needs uncontrolled personnel who work contrary to his plans;
• oblige employees to keep many reports directly for them, which leads to the loss of a third of the working time of an employee of a separate service for non-core activities and notifying representatives of the main central office about it.

The branch director needs to know:

1. Regulatory framework, guidelines of higher authorities and other authorities related to the activities of PCB (separate structural unit), orders, orders, decrees.

2. Key characteristic features of the OSB unit, specialization, profile.

3. Prospects for the economic and further technical formation of the PCB.

4. The strategy and algorithm for developing plans for the financial activities of the PCB.

5. Execution and maintenance of reports of economic and financial activities of PCB, clear regulated accounting.

6. Organization of material and technical support, the procedure for carrying out financial activities, ensuring transport accessibility and service, sales of necessary products.

7. Organization of work on loading and unloading.

8. The procedure for the development of standards for consumption and stock of inventories, for working capital.

9. Algorithm for the conclusion and implementation of business contracts.

10. Economy, as well as production management, organization of labor in production.

11. Key points in the legislation of the Russian Federation.

12. Norms and rules of labor protection, performance of safety measures, fire protection.

The branch director is personally responsible for:

1. For the activities of PCB in general and for the performance of their duties by subordinate personnel.
2. For ensuring the uninterrupted operation of departments and services of the PCB, for organizing the production program of the goods movement process.
3. For increased spending of monetary and property resources.
4. Financial responsibility for the safe storage of the company's property in the warehouse and in the office premises of the OSB.
5. For the reliability and timeliness of providing reporting information on the results of work in the PCB.
6. For non-observance of labor protection norms and rules, non-observance of safety regulations, industrial sanitation and fire safety.
7. For the confidentiality of information and the absence of leakage entrusted to him by the company.

The main task of the director of a branch is to be responsible for the profitability of the business in the territory entrusted to him, while he is not able to influence a huge part of the costs attributed to his structure. The problem outlined above is aggravated by the difficulties in fulfilling sales plans, since territorial branches are not vested with the right to manage pricing and cannot prove and justify to central managers the specifics of the purchasing power of local consumers and the characteristic features of the demand of potential customers in their region. Representatives of territorial branches believe that their region is different from other regions, that it is exclusive, and the central office is confident that the management and staff of OSB have no desire to benefit the company.

Rights and obligations of the branch director: job description

The key responsibilities of the branch director are noted in the job description, according to which he:

1. Organizes break-even and profit in the work of the branch entrusted to him.

2. Builds a trade policy at the enterprise in the region where the branch is located.

3. Rationally separates the duties, functions and tasks of the employees of the branch, inspects the implementation of instructions, ensures compliance with labor and performance discipline.

4. Manages the office and warehouse activities of the branch, organizes the work on the release of goods from the warehouse, in accordance with the rules adopted at the enterprise. Controls the receipt of funds, guided by the instructions of the enterprise and the requirements of the legislation of the Russian Federation.

5. Reaches the optimal balance in the contact of the sales and warehousing department in the structure.

6. Leads the work to prosper and maintain a high level of customer network.

7. Inspects the implementation of the branch sales plan, controls the implementation of personal plans for the implementation of managers working with customers.

8. Together with the territorial department, it takes action to finalize the implementation of plans in terms of sales.

9. Takes responsibility for the production of a set of measures for the inspection and research of clients in terms of creditworthiness.

10. Checks the fulfillment of conditions by buyers, based on the signed contracts, takes part in negotiations with buyers, takes actions to protect the interests of the enterprise.

11. Supervises the correctness of payment for services by the buyer, checks the correctness and accuracy of the documents provided by the clients confirming payment for the goods.

12. Monitors the correctness and timeliness of delivery of goods to the addresses of customers.

13. Studies the need for products in places where the main consumers of the branch are located.

14. Bringing to the board his solutions to change the assortment and pricing of the branch entrusted to him.

15. Manages the functioning of the warehouse in terms of arrival, storage, as well as the release of products and competent placement.

16. Ensures the integrity of the goods in the warehouse, the execution of the storage regime, the correct preparation and delivery of expenditure and receipts.

17. Controls the availability and serviceability of fire-fighting devices, the condition of working structures, inventory and equipment in the warehouse, and ensures their timely maintenance.

18. Engaged in work on loading and unloading at the warehouse in accordance with the rules of labor protection and safety.

19. Participates in the inventory of inventory items on the territory of the branch entrusted to him.

20. Carries out continuous actions aimed at avoiding product loss.

21. Inspects the work on accounting of warehouse operations, according to the established reporting.

22. Carries out work in the interests of the company, always defending them in all instances, institutions and organizations.

Branch director in law:

1. To study the developments of the heads of the main corporate office, sent to the work of the territorial offices of the enterprise.

2. Submit to the heads of the enterprise for study solutions to improve the efficiency of the branch.

3. To request, personally or at the direction of the heads of the enterprise, from departments and specialists the documents and information necessary for the performance of their official duties.

4. Visa and sign documents as part of their job responsibilities.

5. Interact with the structural departments of the enterprise.

6. Encourage employees to apply financial liability to violators of labor and production discipline, to persons guilty of loss and theft.

• Bonuses and depreciation: how to build a system of effective incentives for employees

Expert opinion

Branch directors rules keep them on the same team

Gennady Vikulov,

partner Relations Manager, SKB Kontur, Yekaterinburg:

Conditions were developed in which the directors of branches interact not only with the central office, but also actively communicate with each other:

• Regularly, once every two months, we hold meetings of managers from all regions for at least two days. This is very reasonable, but quite expensive. The program includes informal meetings.
• On the territory of the region, we form a team, which includes three people: the regional director, the deputy regional director, and also a marketer. This team implements and promotes the company's values \u200b\u200bin the regional branches. We have created nine such teams.
• We carry out internships for two months in the central office for the work of managers in different departments. The purpose of the internships is to strengthen communication. Then he undergoes a two-week internship with the most advanced regional managers.
• We support the team spirit: on behalf of the entire company, we always congratulate our colleagues on important events, marriage registration, birth of children, birthday.
• Organized a team of branch representatives to discuss issues via email. Regularly, once every fourteen days, we collect online meetings.

How much does it cost to pay an employee as a branch director

In the regions, the salary of a branch director is approximately:

• in Moscow - 125 thousand rubles;
• in St. Petersburg - 106 thousand rubles;
• in Volgograd - 66 thousand rubles;
• in Voronezh - 68,000 thousand rubles;
• in Yekaterinburg - 90 thousand rubles;
• in Kazan - 70 thousand rubles;
• in Krasnoyarsk - 80 thousand rubles;
• in Nizhny Novgorod - 78 thousand rubles;
• in Novosibirsk - 85 thousand rubles;
• in Omsk - 69 thousand rubles;
• in Perm - 75 thousand rubles;
• in Rostov-on-Don - 76 thousand rubles;
• in Samara - 79 thousand rubles;
• in Ufa - 70 thousand rubles;
• in Chelyabinsk - 81 thousand rubles.

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Search and selection of a candidate for the position of branch director

There are several ways to find applicants:

2. Distribute advertisements on the search for candidates for the position of the director of the branch on free sites.

3. Invite employees from other organizations with related activities.

4. Use the services of a recruiting firm (at the location of the branch or at the location of the head office).

The peculiarity of interaction with remote workers is that you cannot keep their work under constant supervision and control. It is possible to supervise the operation only by reports or based on the content of a personal conversation.

Often, the fruits of the work can not be obtained immediately, since the results of the work cannot be obtained immediately after the end of the work. This applies to seasonal work on the conclusion of contracts, work with current receivables. In this connection, it is necessary that the director of the branch can simultaneously exercise independence in his work and be subordinate to the central office, fulfilling their requirements.

At the same time, he must build relationships with subordinates in such a way that they see him as the unconditional boss. That is, the branch director himself must play the role of the general director and the role of the head of the department, subordinate to his head from the central office.

During the formation of a branch, before taking legal action, it is necessary to appoint a director of the branch, who must formalize the branch legally. In this case, the documentation should be prepared by the head office. Also, employees of the central office must take care of all work sites, including monitoring of rental premises.

Of course, an employee from the head office assigned to supervise the "newly formed" branch controls the work of the branch director himself. In the meantime, he draws conclusions about what qualities he possesses, in turn, the central office will be aware of where to pick up work, and where to let go.

Do not under any circumstances compromise the requirements for applicants when choosing employees and appointing a branch director. Do not be guided by the principle "we will sharpen it for ourselves", this principle does not work here - employees do not "sharpen". This will lead to wasted time searching for new personnel, financial costs, and lost profits. You will have to send an employee from the central office to temporarily perform the duties of a branch director, which will also entail costs. There is no need to use the principle of "patching holes".

Activation of recruitment work

We present the main qualities that can affect the performance of the branch.

1. Vital attitude of the applicant:

• A good fuse is inherent.
• Love for work is present.
• A clear strategy of career development is traced for the future in one - five years.
• Has the necessary skills for this job.
• Possesses the qualities of a professional, can sell both services and goods.
• Able to organize work in this area.
• Able to transfer and distribute responsibilities between other employees.
• Maintains subordination with employees.
• Able to find and select staff.
• Can design and plan locations for teleworking and office work.
• Can create conditions for employee control.
• Driven challenger, ideal handling as a programmed option or objectively perceived necessity.
• Awareness of the need for a corporate code, the ability to adhere to corporate rules and laws.
• Has an idea of \u200b\u200bthe need to coordinate their decisions with the central office.
• He is able to resolve the situation without allowing any problems.
• Detailing and working through difficulties.

2. Loyal applicant:

• Respectfully treats the staff of the head office.
• Creates and develops in his subordinates a correct attitude towards work and employees of the central office. Despite the fact that the work of the main office does not always go smoothly.
• Doesn't allow himself to judge the work of the head office.
• He “cuts down on the vine” all sorts of inclinations due to bad reviews about the head office. At the same time, he does not forget about tact.
• If the main office in any way "slows down the work" of the branch, seeks to prevent the spread of this information in the team. Tries to ease the consequences.
• Acts in the interest of making a profit for the company.
• He wisely approaches the issue of managing the organization's resources, is a responsible owner, and requires the same from the team.
• Before spending resources, carefully analyzes the need for this.

Actions before the interview

Interviewing job seekers requires some preparation. First, you need to make a list of questions, the answers to which interest you. Second, you must be prepared to improvise questions based on the answers the candidate gives you.

If the HR department is involved in the selection of the candidate, your task is to provide them with a list of requirements, as well as a list of questions for the initial interview.

The choice of an employee for the vacancy of a branch director is carried out by employees according to the company's personnel policy, based on the stated requirements. The application is drawn up by the manager who accepts the candidate, or based on the requirements of the branch.

Questionnaire templates are approved by the Deputy Director for Sales.

Selection of applicants

When selecting an employee for the position of a branch director, managers from the central office consider the existing employees in the main office who could be sent to the branch for successful work.

The director of the territorial administration and his deputies submit the selected person to the first deputy general director for sales organization for approval.

The HR Department has the right to propose to directors the employees who are in the company's talent pool. In turn, the director has the right, when choosing a candidate, to take advantage of the opportunity to hold a competition on approved conditions in the enterprise.

Recruiters tend to use the media and recruiting agencies to find outside candidates.

Selection of candidates

Initially, the selection of applicants for the position of the branch director is carried out by the employee who currently holds this position together with an employee of the personnel department, if any. But first, the candidate's resume is checked by a security officer. Then the interview is conducted directly. The selection of the applicant can be led by the regional director of management.

Branch interview algorithm

The structure of the interview for the position of the branch director is as follows:

1. The outside applicant meets and communicates with the current branch director. Then the current employee fills out a questionnaire according to the established model B-4 DF or B-4 KDF, in which he reflects all the strengths and weaknesses of the applicant. And he concludes whether or not this candidate is suitable for an open position.
2. The corporate security service of the branch personally talks with the applicant, checks his personal data, as a result of the work done, it gives a resolution on whether this person is reliable or not. This work is carried out with candidates who came from outside.
3. The applicant, approved by the Director and Corporate Security, is recommended for an interview with the Head Office Human Resources Officer in charge of local recruitment.
4. Either the HR manager or the secretary of the regional office sends scanned copies of the applicant's questionnaires with visas and explanations of the employees conducting the interview on the spot.
5. In turn, the responsible personnel officer from the central office, responsible for the selection of employees in the regions, conducts a remote interview by telephone with the candidate.
6. At the initiative of the head of the HR department, the employee who conducted the interview by phone may be sent to the branch in order to select the required candidate. The business trip is being approved by the Regional Director.
7. Ultimately, the human resources officer of the central office nominates suitable candidates for consideration by the regional director or his deputy, providing detailed information about the applicant.
8. The director or his deputy conducts telephone interviews with candidates. Then he decides to call one to three candidates for the final interview at the main office.

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Algorithm for the interview at the head office

For the applicant's arrival at the head office of the company, the following grounds are required:

• Good reviews from the interviewer (current branch director or person acting branch director).
• Approval by the Office of Corporate Security by the security department at this branch.
• Positive feedback from a personnel manager in personnel management who is responsible for the selection of candidates in the regions (based on the conclusions drawn from the telephone conversation, research of personal information, following the results of the business trip).
• The Regional Director must give his consent to the consideration of the applicant.

If the employee of the HR department, who is responsible for the selection of the candidate in the region, does not approve one of the applicants, and the director of the regional office approves the applicant's arrival at the head office for a personal interview, the director makes the final decision.

To pass the interview at the central office, the personnel management officer who is responsible for the selection of candidates in the region draws up an invitation for the applicant. The invitation is prepared on the basis of an official assignment from the Regional Sales Director, which specifies the timing of the candidate's visit to the central office. The service assignment must be approved by one of the Deputy CEOs at least four days prior to the candidate's arrival. The organization pays for tickets to applicants. Payment is made according to the budget of the personnel policy management.

The employee of the HR department, who is responsible for the selection of a candidate in the region, draws up an interview schedule for the applicant, which clearly indicates the time of appointment by the General Director, Deputy General Director, Regional Director.

Individually for each applicant, a package of documents is compiled containing the candidate's resume, interview results with a recommendation for admission or refusal of admission, completed by a recruiting officer and branch managers. All documents are prepared by an employee of the personnel department.

Expert opinion

We divided Russia into 5 regions, and each of them has its own leader

Mikhail Povaliy,

head of Distribution Department, Alfa-Bank, Moscow:

In the plans of our activities, we considered the main positions of our development:

• global expansion of the network;
• coverage of a new audience in the field of our market;
• attracting cities that do not yet have our bank.

Control over five reporting zones consists of the following sequential actions: each zone has its own responsible person, or manager; this manager is engaged in the development of the network within the area of \u200b\u200bresponsibility, it includes the direct expansion of the client base with an emphasis on active sales; work in the field of personnel selection and further work with him by conducting additional training sessions for advanced training.

To develop the network, we choose the city where we are creating the leading branch of Alfa-Bank. And from it there are branches to additional branches. Such branches may include branches that provide only certain services in one direction or another. If the city is small, it can be a mini-branch. To expand our customer base, we provide our services in large stores.

Appointment of a branch director and hiring a new leader

After the assessment of the applicant, usually three days are allocated for final conclusions regarding the applicant.

Upon successful completion of the interview with the applicant, the regional director prepares a personal file and submits it to the corporate protection service, which approves the candidate within five days.

In case of approval by the security service of the candidate by the director of the regional department, a procedure is formed for the applicant, aimed at putting it into operation (in the form of the RTN), and approved with the Deputy General Director in the field of sales.

The appointment of the branch director is handled by the Regional Director, who develops the internship course.

An internship course is the basis for appointment to the position of a branch director. And familiarizing him with the peculiarities of the enterprise.

If, at the end of each interview, none of the candidates is suitable for the current vacancy, then personal files with a regional director's visa are sent to the recruitment department for a period of three days from the moment of the last interview (Appendix B-1 KDF, B-1 DF, resume of the applicant).

Appointment of a candidate

The appointment of the director of the branch takes place on the basis of the order of the general director, prepared by the personnel officer. The officials approving the appointment are the Deputy General Director for Sales, the Director of Regional Administration, and the Deputy General Director for Sales. On the basis of the signed order, a service assignment is drawn up (form K-4), then the personnel department issues an order for hiring.

Personnel workers notify the selected candidate about what documents need to be submitted to apply for a job.

The employed director of the branch is assigned a probationary period of 3-6 months.

After the end of the probationary period, the appointed director of the branch prepares a report in the established format of the PAP and reports to the director of the regional office.

If the candidate has not passed the probationary period, the resumption of work on the selection of the candidate begins. The responsible manager for work in this vacancy must notify the head of the HR department in writing.

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Change of branch director and registration of a new head

The change of the head of the branch has the following order:

1. collection of necessary documents;
2. sending documents to tax authorities;
3. notification of changes to non-budgetary organizations (PFR, FSS, MHIF);
4. notification of institutions that are holders of financial accounts of branches of the company.

To change the head of the branch, a documentation:

• the act of transferring responsibilities to a new leader;
• the results of the inventory carried out at the branch;
• an application in the R14001 form for amending the state registers of branches;
• the decision of the general meeting of shareholders on the change of the director of the branch, certified by a notary;
• a general power of attorney, certified by a notary, on the empowerment of the elected new head;
• general power of attorney, certified by a notary for conducting business in the branch;
• previous manager's accreditation card.

Dismissal of a branch director: job characteristics

The reasons for the dismissal of the head of the company are provided for in the Labor Code of the Russian Federation and other federal laws.

The Labor Code of the Russian Federation contains the following grounds for the dismissal of employees: general grounds (Article 77 of the Labor Code of the Russian Federation), employee initiative (Article 81 of the Labor Code of the Russian Federation), circumstances beyond the control of the parties (Article 83 of the Labor Code of the Russian Federation), etc. (for example , Articles 278, 288, 336 of the Labor Code of the Russian Federation).

Dismissal of an employee on his initiative (clause 3, part 1 of the Labor Code of the Russian Federation) can be made regardless of what position he held and what work he actually performed (worker, specialist, manager).

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Features of dismissal initiated by an employee

The head of the company must inform the employer (the owner of the company or his representative) about the dismissal in writing no later than one month before the expected date of dismissal. All other employees, including the branch director, must notify their employer of the termination at least two weeks prior to the scheduled termination date.

Dismissal by agreement of the parties (clause 1 of part 1 of article 77 of the Labor Code of the Russian Federation) in connection with transfer to work to another employer (clause 5 of part 1 of article 77 of the Labor Code of the Russian Federation), as well as in case of a single gross violation of labor duties (clause . 6 h. 1 article 81) and the provision of forged documents (clause 11, h. 1, article 81 of the Labor Code of the Russian Federation) is carried out regardless of the position held.

There are reasons for dismissal that only apply to employees in certain positions. When the owner of the organization's property changes, it is possible to terminate the employment contract with the head of the company, his deputies and the chief accountant (clause 4 of part 1 of article 81 of the Labor Code of the Russian Federation). Subparagraphs 9 and 10 of Art. 81 of the Labor Code of the Russian Federation provide for the grounds for the dismissal of the head of an organization or branch, as well as their deputies.

With the head of the company, it is possible to terminate the employment contract on additional grounds (Article 278 of the Labor Code of the Russian Federation), except as provided for in part 2 of Art. 273 of the Labor Code of the Russian Federation.

1. The powers of the executive bodies are terminated on the basis of the decision of the general meeting of the company's participants, except for cases when the charter provides for a different procedure (clause 2 of article 33 of the Federal Law of 08.02.1998 N No. 14-FZ).

By the recorded decision of the general meeting of the founders of the company, the dismissal is made under paragraph 2 of Art. 278 of the Labor Code of the Russian Federation. Dismissal is formalized by an order (order) of the employer (part 1 of article 84.1 of the Labor Code of the Russian Federation). The date of termination of the employment contract is indicated in accordance with the protocol. The reason for dismissal is not reflected in the order; the minutes of the general meeting of participants are indicated in the basis. The order is signed by an authorized official specified in the charter.

Dismissal records are entered in the work book and the employee's personal card after the order is issued. The work book is issued to the employee against signature on the last day of work. On the day of dismissal, the employer is obliged to make the final payment, that is, to issue wages, compensation for unused vacation days, etc. (Articles 140, 84.1 of the Labor Code of the Russian Federation).

1. Based on paragraph 3 of Art. 278 of the Labor Code of the Russian Federation, the employment contract is terminated on the grounds specified in this contract. Including when signing an employment contract with the head of a federal state unitary enterprise, additional grounds for its termination, specified in clause 2 of the Decree of the Government of the Russian Federation of 03.16.2000 No. 234, are included in the contract.

These are the following reasons:

• The manager admits that the economic efficiency indicators of the enterprise are not achieved.
• The head of a unitary enterprise does not fulfill the decisions (made regarding this enterprise) of the Government of Russia and federal executive authorities.
• Violation of legal requirements or special powers provided for in the charter when concluding transactions with property that is under the economic jurisdiction of a unitary enterprise is allowed.
• Due to the fault of the manager, wage arrears of more than 3 months are allowed.
• Misuse of the property of a unitary enterprise that contradicts the types of its activities specified in the charter, as well as misuse of budgetary and non-budgetary funds for more than 3 months is allowed.
• The head of a unitary enterprise violates the norms of the legislation on the obligation to report information about the existing interest in the conclusion of transactions, in particular among the circle of interested parties.
• The manager violates the prohibition on the implementation of certain types of activities, which is established by law or in an employment contract.
• The manager admits, through his own fault, non-fulfillment of duties that are associated with the passage of an audit of a unitary enterprise and are established by the legislation of the Russian Federation.
• The head commits violations or does not comply with the requirements for the provision of information, which are sent to the federal executive body to which the enterprise is subordinate (the requirement for the provision of such information is established by law).

When preparing the terms of an employment contract (grounds for terminating an employment contract) with the head of an organization or a branch director, you can use this list.

You cannot dismiss the head of an organization on a ground not provided for by the Labor Code of the Russian Federation, other legal acts or an employment contract. When the charter of an organization contains additional grounds for terminating an employment contract with a manager, which do not correspond to the grounds provided for at the legislative level, then their use will be illegal.

1. When, prior to the expiration of a fixed-term employment contract with the head, the authorized body has decided to elect this head for a new term of office, dismissal is made with subsequent acceptance for the period specified in the charter.

• An open-ended employment contract is the basis of a serious relationship

This procedure requires:

• Within three calendar days before the date of dismissal, notify the employee in writing about the termination of the employment contract (Article 79 of the Labor Code of the Russian Federation).
• Issuance of an order in a unified form No. T-8 on the dismissal of an employee in accordance with the requirements of Art. 84 of the Labor Code of the Russian Federation. The order can be issued earlier than the day of dismissal; it is necessary to familiarize the employee with the order on the day of dismissal.
• On the day of dismissal, the final settlement is made with the employee and the work book is handed over to him.

A new employment contract with the director for the term of office specified in the charter or determined by agreement of the parties can be concluded in accordance with Part 2 of Art. 59 of the Labor Code of the Russian Federation after performing these actions.

The law does not provide for the possibility of concluding additional agreements, issuing orders extending the validity of an employment contract. When an organization has not fulfilled its obligation to timely dismiss an employee (including the director of a branch or organization), the employment contract will be considered concluded for an indefinite period, which is directly stated in Part 4 of Art. 58 of the Labor Code of the Russian Federation.

For the director of a branch, in addition to general grounds, there are additional conditions.

Upon termination of the branch's activities, the dismissal of the director provides for its own peculiarities. Part 4 of Article 81 of the Labor Code determines that the dismissals of all employees are carried out in the same way as in the procedure for liquidating an organization.

In the event of the termination of the activities of a separate structural unit of the organization, the employer is obliged to warn employees of the upcoming dismissal at least two months before the date of dismissal and to pay severance pay at the time of dismissal (Articles 180, 178 of the Labor Code of the Russian Federation).

"Sinegeria"

the city of Moscow by Order No. ……

Russian Federation from 00.00.200 ..

Job description

Branch directors

No. ..................... ...

moscow

1. General Provisions

· The director of the branch is appointed and dismissed by the order of the General Director.

· The Branch Director is directly subordinate to the Commercial Director.

· The director of the branch undertakes to comply with the requirements arising from the local regulations of the Company, this job description, orders of the commercial director, orders and orders of the General Director.

· Working hours from 9-30 to 18-00 hours, lunch break from 13-00 to 14-00 hours.

The branch director should know:

fundamentals of labor organization and fundamentals of labor legislation;

internal labor regulations; rules and regulations of labor protection, safety and fire safety.

Requirements for the Branch Director:

higher education, experience of work in sales structures in management positions at least 3 years.

3. Job responsibilities

3.1. Development, approval and implementation of the Branch's policy in the field, organization of the Branch's activities, solution of all issues related to the operation of the Branch in a given region, development and approval of development plans for the Branch, optimization of the work of the structural units that make up the Branch.

3.2. Implementation of constant, complete control over the expenditure of funds and the use of material assets. Drawing up and justifying prospective and analysis of the actual budgets of the Branch.

3.3. Implementation of the budget of the Branch and the financial plan of the Branch as a whole. Unconditional compliance with the requirements of the financial service of the Company

3.4. Analysis of the economic and economic activities of the Branch, development of the necessary measures aimed at reducing costs and overhead costs, ensuring the necessary profitability of the Branch.

3.5. Organization in the Branch according to the standards of accounting, warehouse and other types of accounting and submission of reports (daily, weekly, monthly and annual) and documentation to the head office within the time frame established by the management.

3.6. Organization of logistics and rhythmic carrying out of loading and unloading operations at the Branch's warehouse.

3.7. Interaction with local authorities, licensing, licensing and control services to ensure the stable operation of the Branch.

3.8. Organization and control over research and analysis of market trends and the situation in the regional market, collection and analysis of data on the activities of competing enterprises.

3.9. Coordination of the work of the Branch with the work, fulfillment of planned indicators for the volume of sales of the Company's products by the Branch for the reporting period (month, quarter, etc.).

3.10. Report to the management of the company in due time on the results of the Branch.

3.11. Monitoring compliance with orders and other internal regulations in force in the company.

3.12. Caring for the business reputation of the Branch and the Company, suppressing the actions of employees that compromise the business reputation of the Company.

3.13. Administration of the Branch's personnel, ensuring effective interaction between the Branch's divisions.

3.14. Organization of professional development and development of employees (organization of courses, trainings, etc.).

3.15. Implementation of the necessary measures for labor protection, safety, labor discipline.

3.16. Ensuring compliance with Russian labor legislation.

4. Rights

The Branch Director has the right to:

4.1. Signing, as the first manager of the Branch's funds, all financial documents of the Branch.

4.2. The order, within its competence (in accordance with the Regulations on the Branch and the general power of attorney) and the approved budget, property and funds of the Branch in order to achieve the goals set for the Branch.

4.3. Conclusion on behalf of the Branch of business contracts, including contracts for the sale and purchase of the Company's products, in accordance with the general power of attorney and orders for the Company.

4.4. Hiring and dismissing (within the competence stipulated by the Regulations on the Branch) employees of the Branch in accordance with labor legislation, applying disciplinary measures to them provided for by labor legislation, internal orders, regulations and instructions for the Branch and the Company.

4.5. Petition to management to reward subordinate employees.

4.6. Issuance of orders and instructions binding on all employees of the Branch.

4.7. Development and approval of job and regulatory and technical instructions for the Branch.

4.8. Submission of proposals for the improvement and optimization of the Branch's work for consideration by the management, reports on the identified shortcomings and measures to prevent them.

4.9. The requirement from the heads of all departments to provide the necessary materials, reports and information for planning and organizing the stable operation of the Branch.

5. Responsibility

The Director of the Branch is responsible for strict observance of his duties in accordance with this job description and for the damage caused to the Company in accordance with the Labor Agreement concluded with him.

For untimely and poor-quality performance of official duties and / or failure to use the rights granted to him, the Director of the branch may be:

depreciated in the amount of up to 100% of the estimated premium planned to be received from the turnover of goods; depreciated in the amount of up to 100% of the calculated bonus of the Branch; dismissed (in accordance with the established procedure, in compliance with the norms of the Labor Code of the Russian Federation with the wording “due to loss of confidence” or “due to the discovered inconsistency of the position held”), if his activities caused direct actual damage (harm) to the Company and there is a causal relationship between his actions and the end result, as well as the commission of guilty actions by him for the direct service of monetary or commodity values, if these actions give rise to a loss of confidence in him on the part of the Company's administration.

6. Relations with other divisions and officials of the Company

The Branch Director interacts with the following structural divisions and officials of the company:

I have read the job description / a: ___________________ / ______________ /

___ 200 surname, and. about.