【摘要】：國有商業(yè)銀行作為國內(nèi)金融體系的重要組成,對整個經(jīng)濟發(fā)展均有較大的影響作用。國有商業(yè)銀行近幾十年的發(fā)展,也經(jīng)歷了較大的變化,逐漸從國有體制向企業(yè)化經(jīng)營轉(zhuǎn)變。人才作為支撐一個企業(yè)發(fā)展最重要的一項資源,對人才的管理,滿足人才的需求,更好地留住人才,減少人才的流失,也成了國有商業(yè)銀行所需要亟需解決的一個問題。在競爭越來越激烈的國有銀行業(yè)中,不僅有虎視眈眈的外資銀行機構(gòu),也有高薪厚祿吸引人才的股份制銀行,如何正確地做好員工流失管理,不僅有助于提高國有銀行的人力資源管理水平,也能增強企業(yè)的核心競爭力。 本文的理論部分,首先對人才的相關(guān)概念及特點進行介紹,并引出人才流失的概念,通過對國內(nèi)外人才流失模型的分析比較,確定了研究內(nèi)容、思路及方法。 本文的實證部分,圍繞A行浙江省分行人才流失的相關(guān)數(shù)據(jù)為基礎(chǔ)進行研究和分析,由于作者是在人力資源部工作,因此可通過行內(nèi)渠道獲得此類數(shù)據(jù)。首先,將A行浙江省分行近年來的離職率作為數(shù)據(jù)源,以其縱向和橫向比較的總體情況,確定了研究樣本,然后從離職人員的學(xué)歷、年齡、職務(wù)等級、薪酬水平、考核成績、用工性質(zhì)、離職去向、崗位類別等八個指標(biāo)維度,進行細(xì)化的梳理與比較,并相應(yīng)地總結(jié)出A行浙江省分行員工離職的主觀、客觀特點。接著,宏觀地進行了國有商業(yè)銀行人才流失的SWOT分析,并針對性提出國有商業(yè)銀行人才流失對策的建議及具體實施措施,從人力資源規(guī)劃建立到人才流失管理完善,從新入行員工到各條線管理層及骨干力量的職業(yè)規(guī)劃,從人才培養(yǎng)計劃到員工發(fā)展通道,從績效考核制度的建立到和諧輕松企業(yè)文化氛圍的營造,全方面豐富了人才管理的主動積極的應(yīng)對措施。同時,也提出了“一線青年員工成長幫助計劃”項目的啟動,以“一個目標(biāo)”、“兩條路徑”、“五大系統(tǒng)”、“十項舉措”的搭建框架,從優(yōu)員工成長環(huán)境,提升心理資本,調(diào)整員工心理狀態(tài),促進員工健康成長,并擬定了項目實施階段及具體方案。 現(xiàn)有關(guān)于人才流失的研究,由于受到數(shù)據(jù)材料的限制,以理論層面居多,對實際案例中人才流失的具體原因分析及對癥下藥的較少。本文結(jié)合數(shù)據(jù)采集、信息分析等方式,以理論聯(lián)系實際,提供了更科學(xué)、合理的分析,具有更強的可操作性。
[Abstract]:As an important component of domestic financial system, state-owned commercial banks have great influence on the whole economic development. The development of state-owned commercial banks in recent decades has undergone great changes and gradually changed from state-owned system to enterprise-oriented management. Talent as the most important resource to support the development of an enterprise, the management of talents to meet the needs of talent, better retain talent, reduce the loss of talent, has become a problem that the state-owned commercial banks need to solve urgently. In the increasingly competitive state-owned banking sector, there are not only foreign banks looking covetously, but also joint-stock banks with high salaries and good salaries to attract talents. It can not only improve the level of human resource management of state-owned banks, but also enhance the core competitiveness of enterprises. In the theoretical part of this paper, the related concepts and characteristics of talents are introduced, and the concept of brain drain is introduced. Through the analysis and comparison of the models of brain drain at home and abroad, the research contents, ideas and methods are determined. The empirical part of this paper is based on the data of the brain drain of Bank A Zhejiang Branch. Because the author works in the Human Resources Department, the author can obtain this kind of data through the internal channels. First of all, taking the turnover rate of Bank A Zhejiang Province Branch in recent years as the data source, and taking the overall situation of vertical and horizontal comparisons, the study samples were determined, and then the graduates' education, age, job grade, salary level, and examination results were analyzed. This paper makes a detailed combing and comparison of eight index dimensions such as the nature of employment, departure direction, post category, and summarizes the subjective and objective characteristics of employee turnover of Bank A Zhejiang Branch accordingly. Then, the author analyzes the brain drain of state-owned commercial banks by SWOT, and puts forward some suggestions and concrete implementation measures, from the establishment of human resources planning to the perfect management of brain drain. From the new employees to the management and backbone of each line of career planning, from talent training plans to staff development channels, from the establishment of performance appraisal system to the building of a harmonious and relaxed corporate culture, All aspects enrich the active and active measures of talent management. At the same time, it also puts forward the starting of the "First-line Young staff growth help Program" project, which aims to build a framework of "one goal", "two paths", "five Systems" and "Ten measures" to improve the growth environment of employees and enhance their psychological capital. Adjust the psychological state of the staff, promote the healthy growth of the staff, and draw up the project implementation phase and specific plan. Due to the limitation of data materials, the current research on the brain drain is mostly on the theoretical level, and there is less analysis of the specific causes of the brain drain in practical cases and the appropriate remedy. Combining data collection and information analysis, this paper provides more scientific and reasonable analysis with theory and practice, and has stronger maneuverability.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F832.33

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