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论文编号：	15897
作者编号：	2320234074
上传时间：	2025/12/12 13:01:16
中文题目：	T银行H分行青年人才队伍建设问题与改进研究
英文题目：	Research on the Problems and Improvement of Young Talent Workforce Development in H Branch of T Bank
指导老师：	刘俊振
中文关键字：	商业银行；青年人才；队伍建设；人才培养；胜任力模型
英文关键字：	Commercial Bank；Young Talent; Workforce Development；Talent Cultivation；Competency Model
中文摘要：	在全球化经济快速发展的当下，人才已成为企业构筑核心竞争力的关键要素，对于商业银行来说，青年人才更是支撑其实现可持续发展、应对行业变革的核心动力。当前，中国银行业经历了从规模扩张到质效提升的深刻转型，在服务实体经济、防控金融风险、深化数字化改革等领域取得显著突破，同时也面临着利率市场化导致盈利空间收窄、同业竞争加剧倒逼服务与产品创新、互联网金融冲击传统业务领域等多重挑战。在此背景下，商业银行对既具备扎实金融专业知识，又掌握数字化技能、具备创新能力与风险管理素养的复合型人才需求愈发迫切，青年人才作为金融行业的未来力量，其队伍建设质量直接关系到银行业长远发展与整体竞争力提升，加强青年人才队伍建设已成为国有商业银行实现转型创新的重要课题。 本文以T银行H分行为研究对象，综合运用文献研究法、实地调查法与数据分析法展开研究。通过梳理国内外关于梯队和能级理论、激励理论、胜任力模型等人才队伍建设相关理论与研究成果，结合问卷调查与一对一访谈，深入了解T银行H分行青年人才的结构特征、能力素质与思想动态，系统分析分行在青年人才选拔、培养、激励等环节的具体措施、实施成效与面临的问题。研究发现，T银行H分行当前主要面临青年人才培养缺乏体系化、新入职员工引导不足、培训体系尚未成型、激励机制激发内生动力不显著等问题。针对上述问题，本文结合相关理论，提出构建完善青年人才库、全面推进“导师计划”培养项目、构建有针对性的培训体系、完善激励机制等改进策略。同时，从强化组织建设、制定阶段性目标、优化重要保障等方面提出实施支撑措施，旨在构建“选育用留”一体化青年人才发展体系。
英文摘要：	Against the backdrop of the rapid development of the globalized economy, talent has become a key element for enterprises to build core competitiveness. For commercial banks, young talents are even the core driving force supporting their achievement of sustainable development and response to industry changes. Currently, China's banking industry has undergone a profound transformation from scale expansion to quality and efficiency improvement, and has made significant breakthroughs in areas such as serving the real economy, preventing and controlling financial risks, and deepening digital reform. At the same time, it also faces multiple challenges, including narrowing profit margins caused by interest rate liberalization, intensified inter-bank competition forcing innovation in services and products, and the impact of internet finance on traditional business areas. Against this background, commercial banks have an increasingly urgent demand for interdisciplinary talents who not only possess solid professional financial knowledge, but also master digital skills and have innovative capabilities as well as risk management literacy. As the future force of the financial industry, the quality of young talent workforce development is directly related to the long-term development of the banking industry and the improvement of its overall competitiveness. Strengthening the development of young talent workforce has therefore become an important issue for state-owned commercial banks to achieve transformational innovation. This thesis takes Branch H of Bank T as the research object and conducts the study by comprehensively applying the literature research method, field survey method, and data analysis method. By sorting out domestic and foreign theories and research results related to talent workforce development, such as echelon and competency level theories, motivation theories, and competency models, and combining questionnaire surveys and one-on-one interviews, this thesis gains an in-depth understanding of the structural characteristics, competence and quality, and ideological trends of young talents in Branch H of Bank T, and systematically analyzes the specific measures, implementation effects, and existing problems of the branch in links such as the selection, training, and motivation of young talents. The study finds that Branch H of Bank T currently faces major problems including the lack of systematization in young talent training, insufficient guidance for new employees, unformed training system, and insignificant endogenous motivation stimulation by the incentive mechanism. In response to the above problems, this thesis, based on relevant theories, proposes improvement strategies such as establishing and improving a youth talent pool, comprehensively promoting the "Mentorship Program" training project, building a targeted training system, and optimizing the incentive mechanism. Meanwhile, it puts forward implementation support measures from aspects such as strengthening organizational development, formulating phased goals, and optimizing important guarantees, aiming to construct an integrated "selection, training, utilization, and retention" youth talent development system.
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