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论文编号：	10722
作者编号：	2120163049
上传时间：	2018/12/9 12:07:44
中文题目：	B银行天津分行基层人才流失原因分析及对策
英文题目：	Analysis and countermeasures for brain drain at the basic level of bank B Tianjin branch
指导老师：	李圭泉讲师
中文关键字：	国有银行；人才流失；因子分析法；原因；基层人才
英文关键字：	state-owned Banks; factor analysis; reason; grass roots talents
中文摘要：	银行业属于资本与人才高度密集型产业。随着我国金融市场逐步改革开放和国有商业银行的改制上市，银行产业的竞争愈发激烈，不仅有外资银行涌入，更有许多股份制以及地方国有银行迅速扩张，这种竞争不仅表现在金融市场份额的竞争上，更是金融人才的竞争。同时，国内经济环境也发生了深刻的变化,稳增长、调结构成为新的时代主题，加之互联网金融的迅速崛起，国有商业银行正面临前着所未有的挑战。 在这种形势下，国有商业人行人才流失现象愈发严重。体制改革严重滞后，人才激励机制跟不上市场的发展，薪酬制度、绩效管理、员工培训、晋升渠道、企业文化等各个方面达不到现代化企业管理的要求。银行员工工作压力持续上升，薪酬福利水平变相降低，核心人员纷纷选择离职跳槽。企业花费数年的时间培养的精英不再认可企业文化，并对未来的发展感到担忧，基层业务骨干、专业技术人员、中高层管理人员这些最优秀的人才往往最先发现环境的恶化，并最先选择离职，核心人才的大量流失直接导致经营成本上升，摧毁着企业文化。人才的流失使国有商业银行的经营雪上加霜。 本文首先对国内经济形势、国有商业银行经营环境进行了简要分析，世界经济向暖，国内宏观经济运行平稳，机构持续优化，金融风险把控从严，金融和资产质量下行放缓，这些客观的经济大环境为银行业的发展带来了机遇与挑战，银行业的转型攻坚战迫在眉睫。不少银行都已早早动身，开始了切合互联网大数据发展背景下的战略部署，如无人银行，移动银行等试点银行的推广，除了硬件设备上的更新换代，人工智能也在银行业务产品中广泛应用,如智能投资等等。在银行转型过程中，必然也伴随着人力资源管理模式的转型，银行业不再是金饭碗，需要更多有能力的职工共同努力才能实现成功转型。 B银行天津分行作为国有商业银行，在2010年就完成了股份制改革。但是人力资源管理的体制改革严重落后，还是国有企业的用人模式，缺乏有效的激励机制。2013年，B银行天津分行完成了对劳务派遣员工的转正举措，将所有派遣员工无条件的签约为银行正式合同员工，更是造成了人力成本的上升和管理的混乱。在客观环境竞争激励，内部体制不完善的情况下，还要谋求转型发展之路，B银行人力资源管理的体制调整任务非常艰巨。在这个过程中，B银行天津分行的员工纷纷选择了流出企业。2015年至2017年期间，B银行天津分行基层员工离职率分别为2015年1.96%，2016年2.22%，2017年5.47%，呈现逐年递增的趋势，其中2017年较2016年同比增幅146%，出现了较大的波动。 然后本文借助人才流失基础模型即马奇和西蒙模型、穆勒雇员离职模型以及莫布雷中介链模型，员工职业生涯规划相关理论，针对B银行天津分行近年来人才流失的问题进行了充分调研，选取了36份调查问卷样本，运用因子分析统计方法找出主要原因，针对B银行的人才流失现状做出针对性分析。本文得到以下基本论述：1、基于人才流失理论研究中的经典理论模型基础，结合因子分析方法，确定针对于B银行天津分行基层人才流失的研究方法及模型。2、研究结果表明影响B银行天津分行员工离职的原因主要有三个方面：个人职业发展因素，企业因素以及薪酬福利因素。个人职业发展因素影响较其他因素更为突出。B银行天津分行的主要人力矛盾在于人力资源管理改革方案不成熟，缺乏清晰的人力资源需求方案，有待优化人的人力资源配置结构、缺乏有效的薪酬福利激励机制等等。 最后就分析出的原因有针对性的为B银行天津分行提出了五个方面的对策，即加强思想建设，建立清新的企业文化；规范职工聘任体制，明确员工职业发展道路；调整现有岗位设置，优化岗位层级；完善薪酬管理体制，建立现代化企业制度；完善员工培训机制，建立高素质员工队伍。同时本文也就个人和企业外部环境改善做出了合理化建议。 虽然B银行天津分行在人才队伍上的建设任重道远，但是相信随着时间的发展，B银行天津分行会逐步健全优化人力资源管理体制，包括完善薪酬绩效考核机制、员工职业生涯规划、聘任和培训体系等等。人力资源管理工作的推进，尤其是人才队伍的培养，会为B银行天津分行的持续稳健经营提供重要保障。
英文摘要：	Banking is a highly capital and talent intensive industry. With the gradual reform and opening up of China's financial market and the restructuring and listing of state-owned commercial Banks, competition in the banking industry has become increasingly fierce. Not only have foreign Banks flooded in, but also many joint-stock systems and local state-owned Banks expanded rapidly. This competition is not only reflected in the competition of financial market share, but also in the competition of financial talents. At the same time, the domestic economic environment has also undergone profound changes. Steady growth and structural adjustment have become the themes of the new era. In addition, with the rapid rise of Internet finance, state-owned commercial Banks are facing unprecedented challenges. Under this situation, the brain drain of state-owned commercial Banks is becoming more and more serious. The system reform lags behind, the talent incentive mechanism cannot keep up with the development of the market, and the salary system, performance management, employee training, promotion channels, enterprise culture and other aspects cannot meet the requirements of modern enterprise management. The working pressure of bank employees continues to rise, the salary and welfare level decreases in disguised form, and core staff choose to leave their jobs one after another. Enterprise take years to develop the elite is no longer recognized corporate culture, and concern for the future development, basic business backbone, professional and technical personnel, senior management staff they are often the best talent was the first to notice the deterioration of environment, and the first to leave, loss of qualified teachers in the core as a direct result of rising operating costs, destroying the enterprise culture.The loss of talents has made the operation of state-owned commercial Banks worse. This article first to the domestic economy, state-owned commercial Banks operating environment has carried on the brief analysis, to warm the world economy, domestic macroeconomic running smoothly, institutions, continue to optimize the financial risk control strictly, finance and asset quality descending slowdown, the objective economic environment for the development of banking industry has brought opportunities and challenges, the transformation of banking battle is imminent.Many Banks have already started their strategic deployment in line with the development background of Internet big data, such as the promotion of unmanned Banks, mobile Banks and other pilot Banks. In addition to the upgrading of hardware equipment, artificial intelligence is also widely used in banking products, such as intelligent investment.In the process of bank transformation, it is bound to be accompanied by the transformation of human resource management mode. The banking industry is no longer a golden rice bowl, and more competent employees are required to make joint efforts to achieve the successful transformation. As a state-owned commercial bank, bank B tianjin branch completed the shareholding reform in 2010.However, the reform of human resource management system is seriously backward. It is still the employment mode of state-owned enterprises and lacks effective incentive mechanism. In 2013, bank B tianjin branch completed the transformation of dispatched employees into regular employees and unconditionally signed all dispatched employees into formal contract employees of the bank, which caused the rise of human cost and management chaos.Under the circumstances of competition incentive in the objective environment and imperfect internal system, bank B still needs to seek the path of transformation and development. The institutional adjustment of human resource management in bank B is a very arduous task. In this process, employees of bank B tianjin branch have chosen to leave the enterprise.From 2015 to 2017, the turnover rate of grassroots employees in bank B tianjin branch was 1.96% in 2015, 2.22% in 2016, and 5.47% in 2017, showing an increasing trend year by year. Among them, compared with the year-on-year growth rate of 146% in 2017, there was a big fluctuation. Then on the basis of brain drain model namely, march and Simon model, the model of employee turnover and muller mowbray mediation chain model, staff career planning related theory, aiming at B bank tianjin branch in recent years, the problem of brain drain has carried on the thorough investigation, selected the 36 questionnaires sample, using factor analysis method to find the main reason, with the brain drain situation of B bank make a specific analysis.1. Based on the classical theoretical model in the research of brain drain theory, and combined with the factor analysis method, the research method and model of brain drain at the grass-roots level of bank B tianjin branch were determined.2. The research results show that there are three main reasons influencing the dimission of employees of bank B tianjin branch: personal career development factor, enterprise factor and salary and welfare factor. The influence of personal career development factors is more prominent than other factors.The main human resource contradiction of bank B tianjin branch lies in the immature reform plan of human resource management, the lack of clear human resource demand plan, the need to optimize the human resource allocation structure, the lack of effective compensation and welfare incentive mechanism and so on. Finally, five countermeasures are put forward for the tianjin branch of bank B to strengthen ideological construction and establish a fresh enterprise culture.Standardize the employee employment system and define the employee career development path; Adjust the existing post setting and optimize the post level; Improve the salary management system, establish a modern enterprise system; We will improve the training mechanism for our employees and build a contingent of high-quality employees. At the same time, this paper also makes reasonable Suggestions on improving the external environment of individuals and enterprises. Although bank B tianjin branch has a long way to go in the construction of talent team, it is believed that with the development of time, bank B tianjin branch will gradually improve and optimize the human resource management system, including improving the salary performance appraisal mechanism, employee career planning, employment and training system and so on.The promotion of human resource management, especially the cultivation of talent team, will provide an important guarantee for the sustainable and steady operation of bank B tianjin branch.
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