Are you confronted with the question of whether or not you should strive for a career in the banking market? Would you like to initially orient yourself roughly and look out for initial selection criteria for choosing a possible employer? Then, in addition to your personal inclinations and preferences, you should study the career matrix and direct your view at "Career Goals" and "Career Accelerators."
From the multitude of career goals, we have selected four for the career matrix:
- The goal of "Image Factor" describes the reputation of the possible employer in the market.
- "Compensation Dynamic" describes the probability of as quickly as possible obtaining attractive compensation.
- "Work-Life Balance" describes the personal deployment of time that you should plan for a career.
- "Job Security" expresses the relative security on which one can count.
- The Career Variety accelerator evaluates the offer of employers regarding the number of possible career paths.
- Career Dynamic evaluates the probability of quickly being promoted from one career stage to the next within the employer.
- Mobility Dynamic provides information on the probability of being employed by this employer at different locations.
The matrix evaluation follows some rules - without a claim to mathematical precision, but with the understanding for the path of innumerable careers:
- The concept of career is to be always to be seen within the framework of formal entrance qualification and demand for personnel. For many, your career is successful simply if the initial stages are scaled under collective bargaining compensation. For a few, a career is successful only if they by themselves can take a position at a level directly underneath the management board or even in the management board.
- The more dynamic an organisation, the more it is probable that a career is dynamic. Stated another way - in more static organisations, a career is less probable.
- Career opportunities are always relative to the quantity of possible positions in a segment. There is just one Bundesbank.
- Career opportunities are often a consequence of the readiness to change organisations offering careers at the correct moment.
- Career opportunities and job security are not mutually exclusive - it is often the case that opportunities sacrifice security, and the reverse is occasionally true.
- Mobility is a basic requirement of a career.
- An organisation offering a career is generally more attractive if it offers many different career paths.
- Organisations offering careers that keep ready executive tasks after brief periods of time offer greater dynamics and more rapid promotion.
- Long-term job security does not depend on the choice of the employer; it is consequence of one's personal offer to the (next) potential employer - the more you have to offer, the more attractive you become.
|
|
Career Variety |
Career Dynamic |
Mobility Dynamic |
Image Factor |
Work-Life Balance |
Jobsicherheit |
Vergütungs-dynamik |
|
Retail Banking |
3 |
3 |
3 |
2 |
4 |
2 |
2 |
|
Personal Banking |
2 |
2 |
3 |
2 |
4 |
2 |
2 |
|
SME Banking |
3 |
2 |
3 |
2 |
3 |
3 |
2 |
|
Corp. Customers/ Small and Medium-Sized Companies |
3 |
3 |
3 |
2 |
3 |
3 |
2 |
|
Corpor. Banking |
3 |
3 |
3 |
4 |
3 |
3 |
3 |
|
Corp. Customers/ Large Caps |
3 |
3 |
3 |
4 |
2 |
3 |
3 |
|
Real Estate Banking |
3 |
3 |
2 |
3 |
2 |
2 |
3 |
|
Trade Finance |
2 |
3 |
2 |
3 |
2 |
2 |
3 |
|
Risk Advisory |
2 |
3 |
2 |
3 |
2 |
3 |
3 |
|
Investm. Banking |
4 |
3 |
2 |
4 |
1 |
3 |
4 |
|
Structured Products |
3 |
3 |
2 |
3 |
1 |
4 |
5 |
|
M & A |
3 |
3 |
2 |
5 |
1 |
2 |
5 |
|
Equity Cap. Markets |
4 |
4 |
2 |
3 |
1 |
2 |
5 |
|
Debt Capital Markets |
4 |
4 |
2 |
3 |
1 |
2 |
5 |
|
Research |
2 |
2 |
2 |
3 |
2 |
2 |
2 |
|
Private Banking |
3 |
3 |
3 |
4 |
3 |
3 |
4 |
|
Asset Manag. |
3 |
3 |
3 |
4 |
3 |
3 |
4 |
|
Direct Banking |
3 |
4 |
2 |
2 |
2 |
3 |
1 |
|
Transactions |
2 |
2 |
3 |
2 |
3 |
2 |
2 |
|
Payment Transactions |
2 |
2 |
2 |
2 |
3 |
2 |
2 |
|
Custody/ WP Abw. |
2 |
2 |
2 |
2 |
3 |
2 |
1 |
|
Foreign Exchange |
2 |
2 |
2 |
2 |
3 |
2 |
1 |
|
Headquarter |
4 |
4 |
1 |
4 |
3 |
3 |
3 |
|
Legal & Compliance |
2 |
3 |
1 |
2 |
3 |
3 |
3 |
|
Marketing |
3 |
4 |
1 |
3 |
3 |
3 |
3 |
|
Human Resources |
2 |
2 |
1 |
1 |
3 |
3 |
3 |
|
Risk Management |
3 |
2 |
1 |
2 |
3 |
3 |
3 |
|
Treasury / Funding |
3 |
2 |
1 |
3 |
3 |
3 |
3 |
|
Syndications |
3 |
4 |
1 |
4 |
3 |
3 |
3 |
|
IT/ Systems |
2 |
3 |
1 |
1 |
3 |
3 |
3 |
|
Controlling / ReWe |
3 |
2 |
1 |
2 |
4 |
3 |
3 |
