三大銀行連日黎不斷爆出職員投訴信

這是最好一年

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這是最好一年 2021-12-31 02:43:22

匯豐

匯豐港島東區主管強逼客戶經理欺詐客戶及打壓前線員工,請所有客戶切勿相信匯豐客戶經理銷售。

致親愛的滙豐銀行高層及客戶

你們好,我們是港島東區HKE的分行包括銅鑼灣北角鰂魚涌太古城筲箕灣柴灣I區的分行,前線客戶經理及客戶總監RM, 一直努力為公司跑數,但係我們區主管 DD Division Director （Nichole Yeung ) 管理有嚴重問題,為咗自己可以上位,事業更上一層樓,嚴重違背公司指引,要求兩位PE head Product expert head （保險Simon Li ) (投資 Hilton Ng )同個別BSM 向前線同事要求客戶違規銷售達至到數,尤其是保險方面 Simon 向逐個同事聲稱DD 要求大家用盡一切方法做生意,唔介意同事用一切違規銷售手段達至1月份到數。
匯豐銀行對外及向金管局聲稱No sales target , 但係實情從來在向客戶角度出發,所謂客戶風險,財務分析,根本全部都是亂做,為做生意而做生意,公司亦對卓越理財及尚玉客戶聲稱所有投資及保險產品從客戶出發,根本就係強迫前線同事向客戶誤導銷售,把保險非保證成份講到好似保證,更加要求說服客人利用融資方法借錢買保險,很多客戶根本唔知道需要還本金,以為只需要支付利息。相關情況尤其是太古城及柏寧酒店分行最為嚴重。
港島東HKE 高層五宗罪

1. DD Nichole 私自更改公司畀同事Target , 要求1月份做150% , 所謂Jumbo start 但問過HR 根本冇件咁既事,明顯有人自把自為自作主張。

2. PE Head Simon Li 要求用盡方法,違規向客戶銷售保險。所有錯誤入RM數,自己PE乜都唔關事,最離譜係有個別BSM配合,推自己RM去死,尤其是太古城分行BSM Annie Wong 最過份。

3.公司聲稱所有RM 沒有Sales Target,但係一但有同事沒有做到足夠生意,每朝開會曬排名數表,每日侮辱同事。

4. 更可怕是,長期要求同事番星期六,沒有跟足公司指引補假, 柏寧酒店分行有同事試過身體不適頭暈,要求睇醫生被BSM 拒絕,第二日請病假,即刻畀BSM鬧。根本就草菅人命

5.每朝早上DD 同所有分行BM BSM 所謂開會,根本就純粹個人發洩,加埋兩隻PE head 擦鞋文化,每日只係識得搵BM BSM 發洩,而且沒有方法去協助同事。

我哋希望公司可以向幾位所謂區高層了解,希望尊重每一位盡心盡力嘅同事
希望公司可以正視相關問題,要求所有管理層跟從公司指引。

如果公司認為DD處理方法冇問題,我們唯有最相關資料及相片錄音向傳媒金管局公開。包括DD侮辱同事及強迫同事違規銷售證據。

一群HKE RM 同事上

這是最好一年 2021-12-31 02:44:04

恒生
親愛的行政總裁施穎茵女士：

您好！恆生銀行88周年，我們是一班盡心盡力為恆生銀行服務的員工。近年恒生銀行大力推動speak up文化，為我們一班同事帶來很大的衝擊。高層不斷推廣speak up文化，我們有好努力好努力嘗試!不過當問題挑戰到在位者利益的時候，便給我們帶來很大的壓力。今次我們一班同事想藉著這封匿名信，向行政總裁表達我們的不滿，希望管理層能夠正視有關問題！

我們是來自不同分區及不同職級的前線員工。近年來有大量由匯豐內部轉過來的新同事加入恆生銀行，我們絕對樂意接受新思維，不過我們希望是為銀行帶來正面的新思維，已不是馬房文化山頭文化，不斷搞辦公室政治。前線有兩位匯豐過來的區長，他們過來第一件事就是要剷除固有的班子，並用高薪向匯豐同事招手。他們二人極之鄙視恆生固有文化，有他們聘請的匯豐同事，事事有特權，只要可以冇思想地附和區長的意思，做一個紙板扯線公仔，日中個區長傾計，吃喝玩樂，便可以得到比恆生員工高薪厚職的職位。Jacky 區長的turn over rate已達50％，而在Fred區長旗下簡直是班子大清洗。

就九龍西旺角分區為例，區長絕對是一言堂，不肯接納別人的意見，即使錯也為著面子堅持要做。口講一套speak up, 實際上漠視員工意見。該區為旺角分行聘請了Ringo 哥為分行經理及兩位signature CRMs，人工高達六位數字，眾所週知! 現有恆生員工，無論成績有幾好，人工待遇和匯豐過來的同工同職位同事有一段很大距離，同工不同酬已令到原有同事很氣憤。即使做得有多好，不懂擦鞋不懂奉承區長，加薪絕對無望! 現有員工唯一可以加薪睇齊外面工資的希望，便是對外尋找工作，然後等外面有offer，公司才會以挽留為由，給予同時合理的待遇！現有員工即使做得好做得到，公司也不會recognize 同事，直到同時行辭職的一步。其實很多同事已經做到心灰意冷，覺得公司對外來人好對自己人刻薄，再做落去又有咩意思呢？以我們所知，Ringo 是匯豐銀行窩打老道分行經理，成績不算彪炳，區長高薪聘請他，原因是因為他夠聽話，完全無思想地聽從區長Fred的行為。Fred經常在開會時製造白色恐怖山頭主義，聲稱自己很快會是Wendy Jie (Head of RSS) 的繼承人。如果分行經理不聽從他的話，他有大量匯豐人會過來取代他們! 他經常在同事面前及外面和他的舊有匯豐同事講：「恆生同事係廢柴，恆生原有文化已不合時宜，要跟著他的新思維才有出路！」Fred也經常在口邊掛著他與高層相熟，同韓爺講一句已經可以整死您們。聽到固然氣憤，但他是高層，我們不得不服從！

原本匯豐員工薪酬待遇medical benefit都比恆生職員高一籌，我們已經覺得不公平。現在有匯豐轉過來的同事，，即使在恆生工作，也可以帶埋原有匯豐的待遇過來恆生銀行，同工不同酬的問題更大!

另外，Fred因為要建立自己的班子，在處事上會特別優待他匯豐過來的自己人。旺角分行經理Ringo便是一個好例子。分行經理本身需要在副手放假的時候，負責門倉關倉，因為Ringo一句話不合理，現時只有旺角分行一間分行要其他人數倉點倉，簡直是官官相衛，極不公平，完全是人治。其實很多operation 同事都睇唔過眼，為何Fred如此不公平。在Fred的管治下，這間銀行已經不是恒生銀行，是Fred bank! 他簡直是醜化匯豐銀行原有的文化。

更可怕的是， Fred 完全不理匯豐銀行的規矩，在放core時每天都返辦公室，還出了email鬧同事，煩請高層管理人員正視問題！人工高但成績極差，天理何在。
" Behavior restrictions during core leave, You must not undertake any work related activity during this period" ,係員工手冊絕對找到，難道高級管理人員就不用尊重嗎？據知Fred人工比其他現有AM高出百分之20至30，唔守compliance ,令員工視氣低落，分區成績差，一句同韓爺相熟，完全無規管。強烈要求行政總裁施女士睇CCTV查明真相!

這是最好一年 2021-12-31 02:45:14

渣打有兩封

1.
Dear Stephen Man,

I am one of the staffs of the Mortgage Sales Department, I humbly write to you for your attention on an issue that has already concerned numerous staffs of the Mortgage Sales Department. But please forgive me I for staying anonymous as the issue is directly related to the Head of Mortgage Sales, Ms Vivian Lee.

Vivian has been the Head of Mortgage Sales Department from January 1, 2020 and every single staff of the department wished the glorious performance can be once again extended by the new leadership. But good time doesn’t last always, COVID-19 and social movement have brought a great impact on SCB mortgage business and the stance on taking new mortgage business. Quite a few banks in Hong Kong (including our major competitors on mortgage business) have been working on revitalizing their mortgage loan performance. Meanwhile, as one of the major mortgage loan service providers in Hong Kong, SCB seems to be unable to get back up on her feet after the impact. The mortgage loan conversion rate is utterly low. And here are the list of reasons that are jeopardizing the future of the Mortgage Business of SCB, and it may become irreparable if the issues are not rectified promptly, addressing the matter to you would be much better than through Speak Up.

1) Instead of maintaining a professional behavior with staffs in the department, Vivian has been gossiping about staffs, calling nicknames of staffs that she finds funny, asking subordinates to complete non-business-related chores for her.

2) Constant meeting with TM’s, staffs are unable to seek assistance from their TM and fail to response timely to the problems, seriously affects the process of many task in different aspects as a result.

這是最好一年 2021-12-31 02:45:34

3) Mortgage Loan product team may be the brain of the Mortgage Business, but Mortgage Sales team indeed is the eyes of it. Vivian has failed to deliver the reality encountered by the front line sales staffs, instead she just blindly follow the product team who greatly relies on market intel. SCB’s mortgage pricing has been inferior compares to major competitors and also banks that who are intending to surpass SCB’s ranking of Mortgage Market Share vigorously. This results in a plummet on the drawdown ratio compares to the mortgage application intake number. This kind of issue should be forecast at the end of Q3 and the problem should be rectified at the beginning of Q4 due to the nature of the mortgage business, since the normal turn-around time for the mortgage application to be converted to the booked loan to be drawn is around 2-3 months of time, but Vivian failed to realize the problem until the mid-November and ask the sales staffs to put full effort on taking applications and have those applications to be converted booked loan ready to be drawn by the end of November. Which shows her lack of knowledge on the Mortgage business.

4) Another example to show her lack of knowledge of the Mortgage Business is the Mortgage Application Number is all she focuses on, but she seems to neglect the processes within before the applications are converted to successful drawn loan (Which I have already mentioned in Point #3 that she failed to pick up her role and make any effort on asking Mortgage Product Team to work out solutions to stimulate the SCB Mortgage Conversion Rate) And on top of that, she also failed to work out with the Mortgage CI team. The reason is because Vivian has focus on the Number of Application Intake so much, she even asked the sales staffs to submit applications without necessary critical documents for assessment. As a result the re-work rate for the CI team has climb up to a record high and so does their workload. This also results in the CI team failed to provide actual results on those potential applications from the clients who initially would prioritize to consider SCB’s offer rather than our competitors, thus, many clients which had so much faith in us but did not get the result on the process timely and eventually fail complain regarding the mortgage applications.

這是最好一年 2021-12-31 02:45:58

第二封

致渣X銀行香港文生 Stephen，

我哋係一班尖沙咀區嘅分行客戶經理。
呢一封信係希望令你意識到*陳X珍Freda*嘅管理能力幾禁痴撚線。
佢嘅高壓管治方式嚴重影響分行士氣。
渣X一向提倡work life balance及社會責任，外間對公司有一定嘅信任程度，但Freda嘅壓迫恐怕會令同事挺而走險，成為下一個陳X行事件或鄭X泰事件。

1. 團隊合作對一間分行相當重要，Freda上任呢兩年，operation同RM加加埋埋走咗17個人，連做左8年9年嘅同事都心灰意冷地離開。Freda處理嘅方式就係：我搵出面有經驗嘅RM番黎就可以代替你啦，你隨便走

2. 朝早開會，無數就叫RM要8點一早番黎，開會開到11點，早午晚報數，未有數就唔好去食飯。開會都開到11點，距離12點食飯得一個鐘，點做？同事驚無數，食住外賣call客都仲要行過黎問：*你無數但食飯嘅？*
唔夠外匯FX數就迫你call客call到6:30pm再黎個day end debriefing，搞到8點幾，番足12個半鐘工。

3. 放年假只可以安排一次連公衆假期放，但Freda自己可以不停連公眾假期地休假。Freda自己Block Leave 期間繼續打電話出whatsapp 問數。
同事放大假要番公司做野，Block Leave 無數出，佢會話：*放假真係唔出數㗎？世界因為佢唔番工而停頓咗，唔洗做生意㗎？*
Freda為咗追數，不擇手段咁壓榨員工嘅福利同應有嘅休息時間

我地只係希望有一個公平的工作環境，如果不採取任何行動，我哋會公開更多圖片同錄音。

御芒果 2021-12-31 02:49:04

上次沙田民政署嗰單搞成點？