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论文编号：	11120
作者编号：	2320170500
上传时间：	2019/12/7 9:53:13
中文题目：	A银行B分行零售客户经理培训体系 改进研究
英文题目：	Research on the improvement of the training system of retail customer managers in Bank A and Branch B
指导老师：	李圭泉
中文关键字：	商业银行；零售客户经理；职业生涯发展；培训体系改进
英文关键字：	Commercial Bank; Retail Customer Manager; Career Development; Training system improvement
中文摘要：	随着社会和经济的发展，人力资源管理已经成为现代管理的核心，并在企业管理中，逐步发挥着重要的作用。培训是链接员工个人发展与企业发展目标的桥梁。完善的培训体系通过一系列的规划，实现人才的招聘、培养，发掘员工潜力，帮助员工实现职业生涯的发展，实现自我价值，进而实现企业整体发展目标。 国内商业银行中，A银行自成立之初，就一直在进行零售业务的探索和尝试。如今，A银行已经成为了国内商业银行零售业务的领跑者。A银行零售的成功在于能够审时度势，积极做好零售转型，然而零售转型关键之一在于零售客户经理的培养，主要通过培训来完成零售客户经理的培养。A银行在培训上培训体系的建设方面形成了体系。B分行是A银行的一家分行，成立于2000年，经过近20年的发展，经营上取得了不俗的成绩，但在零售客户经理培训体系上还有很大的改进空间。 本论文聚焦A银行B分行在零售客户经理培训体系上存在的问题并提出解决方案。目前，培训体系存在如下问题：培训理念和制度宣导不到位；零售客户经理对培训讲师、培训课程和内容满意度低；培训运作过程细节不够完善，具体表现为培训形式单一、培训组织时间不佳且缺乏协调、培训欠缺有效的评估、反馈和长期跟踪机制等。为使上述问题得到解决，本论文通过查阅文献、实地调研、综合分析等方法，结合员工职业生涯发展的相关理论，提出培训体系改进的解决方案，如：施行“人才兴行”的战略，搭建完善有效的培训体系，建立系统化的反馈机制，细化培训改进方案。同时，为了保障培训系统的运行，还需从战略、制度和执行上提供保障。
英文摘要：	With the development of society and economy, human resource management has become the core of modern management, and gradually plays an important role in enterprise management. Training is a bridge between the personal development of employees and the development goals of enterprises. Through a series of planning, a perfect training system can realize the recruitment and training of talents, tap the potential of employees, help employees realize the development of their career, realize their self-worth, and then realize the overall development goal of the enterprise. Among the domestic commercial banks, Bank A has been exploring and trying its retail business since its establishment. Now, Bank A has become the leader of retail business of domestic commercial banks. The success of Bank A's retail lies in being able to take stock of the situation and actively make retail transformation. However, one of the key points of retail transformation lies in the training of retail customer managers, which is mainly accomplished through training. Bank A has formed a system in training system construction. Branch B is a branch of Bank A, established in 2000. After nearly 20 years of development, it has made great achievements in operation, but there is still a lot of room for improvement in the training system of retail customer managers. This paper focuses on the problems existing in the training system of retail customer managers of Bank A and branch B and puts forward solutions. At present, there are some problems in the training system: the propaganda and guidance of the training concept and system are not in place; the satisfaction of the retail customer managers to the trainers, training courses and contents is low; the details of the training operation process are not perfect, which are manifested in the single training form, the poor organization time and coordination of the training, the lack of effective evaluation, feedback and long-term tracking mechanism. In order to solve the above problems, this paper proposes solutions to improve the training system by consulting literature, field research, comprehensive analysis and other methods, combined with the relevant theories of employee career development, such as: implementing the strategy of "rejuvenating talents", building a perfect and effective training system, establishing a systematic feedback mechanism, and refining training improvement programs. At the same time, in order to ensure the operation of the training system, it is necessary to provide support from the aspects of strategy, system and implementation.
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