There are three sentences for promotion in the banking system:
You can do it; Some people say you can; He who says you can do it must do it.
I agree with you, because over the past five years, it is true, rare and instructive to work hard on your own, regardless of background, from a temporary worker in the credit card department to the president of a secondary branch.
Everyone has stated enough reasons for opposing the point of view.
I'll say two more things:
1. Freshmen from five major provincial branches go to the secondary branch outlets for exercise. Nominally a teller, but actually a vice president of a secondary branch. Six years of hard work, others have just finished half.
2. Resume of the previous six years, two consecutive years of economic downturn is enough to remove him from the position of the president of the second-tier branch and permanently withdraw from the first-tier management sequence.
The concept of "promotion" is too broad. The term "temporary worker in credit card department"-"president of secondary branch" means promotion. As anonymous people said, "joining the provincial branch"-"serving as the director level of the provincial branch" is also a promotion. Another example is the trilogy of branch provinces-head office.
First-order theory.
The starting point determines the ceiling. For fresh graduates, headquarters is better than outlets, public is better than private, and marketing is better than backstage.
Tellers in secondary branches have no future unless they are gifted. Being a marketing person is the most way out. Those who are born badly and are willing to work hard can rarely achieve the position of the president of the second-tier branch from the marketing position. The ceiling visible to the naked eye is the line supervisor of the first-level branch, otherwise it is an excellent ceiling to be transferred to the provincial branch as a remote authorization or business manager. Remote authorization or business manager are two positions that employees from provincial branches cannot avoid.
Most of the presidents of the second-tier branches come from the corporate department or personal finance department of the first-tier branch headquarters, and the serious and considerate ones rarely get the vice presidents of the first-tier branches.
Most of the vice presidents of tier-one sub-branches are from branches. The vice presidents of tier-one branches are deputy directors or even middle managers.
The vice president of the first-tier branch goes up to see his age. The future of the young vice president of the first-level branch is limitless, so it is a better way to be the head of the branch department or jump to the head of the joint-stock first-level branch.
Then the question comes: how to become a vice president of a tier-one branch at a young age?
Do it again: you can do it; Some people say you can; He who says you can do it must do it.
There are many ways to achieve this standard, but "have the ability, the will and the background." There is no doubt that this is the most open and most people's way.
There are always exceptions, and the outbreak of major risks will definitely lead to personnel changes and job vacancies. But you can't pray for violations in the department every day for your promotion.
The boss of the same department, relying on ACCA+CFA, gives people the feeling of "awesome"; Depending on the background, the impression is "Oh". Taste it carefully.
The starting point affects the difficulty of future promotion, and the background affects the starting point of graduates' entry. So with the same ability and hard work, people with good backgrounds are more likely to be promoted.
In terms of the ability of fresh graduates, there is actually little difference between the new employees of tellers in grass-roots outlets and the new employees in the middle and back offices of provincial branches, but the starting point is different. Two years of experience as a teller at the grass-roots level will greatly consume people's experience and desire to learn, and at the same time greatly narrow people's horizons. Therefore, the ability gap between grassroots new employees and provincial new employees will increase irreversibly with the increase of entry time.
For example, the teller didn't take a lunch break, depriving employees of the opportunity to learn to charge after work.
In addition, if you want to achieve 120%, you only need 80% effort in the provincial bank and 120% effort at the grassroots level (sometimes it depends on teammates, feng shui and year).
Finally, some advice: in state-owned banks, strive to improve the starting point, quickly find out the ceiling you can reach after joining the job, and then ask yourself if you can accept it.
1 Not satisfied, unable to reach the ceiling. Jump off the boat at once
Not satisfied, but can reach the ceiling. Quickly dry to the ceiling and then jump ship.
Satisfied, the work soon reached the ceiling, and I served as a grass-roots management position in the previous rank of the ceiling rank for several years.