本文選題：LD銀行大連分行 + 人才流失　； 參考：《大連理工大學(xué)》2015年碩士論文

【摘要】：站在中國(guó)全面深化改革的元年,國(guó)內(nèi)經(jīng)濟(jì)深度調(diào)整,金融改革縱深推進(jìn),人力資本的經(jīng)濟(jì)重要性也逐步上升。面對(duì)利率市場(chǎng)化、金融脫媒、互聯(lián)網(wǎng)金融、產(chǎn)業(yè)轉(zhuǎn)型等復(fù)雜的經(jīng)營(yíng)環(huán)境,銀行業(yè)務(wù)的開(kāi)展也面臨著嚴(yán)峻挑戰(zhàn),激烈的市場(chǎng)競(jìng)爭(zhēng)實(shí)則表現(xiàn)為人才的競(jìng)爭(zhēng)。當(dāng)下,各個(gè)金融與非金融機(jī)構(gòu)為了打造高效團(tuán)隊(duì)、提升人才質(zhì)量,不惜重金通過(guò)種種渠道雇傭那些熟悉金融市場(chǎng)、擁有客戶資源及銀行工作經(jīng)驗(yàn)的核心人才。行業(yè)之間互挖人才現(xiàn)象屢見(jiàn)不鮮,經(jīng)營(yíng)不善的銀行人才流失現(xiàn)象也日益嚴(yán)重。這也令銀行人力資源管理者在反省應(yīng)該如何吸納人才、留住人才、培養(yǎng)人才,只有加強(qiáng)與完善人力資源管理,才會(huì)給銀行帶來(lái)可持續(xù)發(fā)展的生機(jī)和活力。因此,本文采用案例研究的方法,以LD銀行大連分行為例,在簡(jiǎn)單介紹公司情況與行業(yè)背景的基礎(chǔ)上,通過(guò)列舉中高層領(lǐng)導(dǎo)的內(nèi)斗、資深員工的請(qǐng)辭、新聘員工的困惑等三例辭職事件,指出LD銀行大連分行在高層管理團(tuán)隊(duì)架構(gòu)責(zé)權(quán)利不清、職業(yè)生涯管理制度的缺失、培養(yǎng)體系設(shè)置不科學(xué)、薪酬福利制度缺乏靈活性、績(jī)效考核制度不完善等五方面的不足是導(dǎo)致人才流失的主要原因。并基于上述原因,有針對(duì)性的提出應(yīng)對(duì)人才流失的對(duì)策與建議。旨在通過(guò)這些具體措施,提高員工對(duì)企業(yè)的忠誠(chéng)度、認(rèn)同感和歸屬感；以倡導(dǎo)企業(yè)文化為核心,建立員工與企業(yè)的新聯(lián)盟契約關(guān)系；以控制人才流失率為目的,尋求員工與企業(yè)的一致利益,構(gòu)造員工與企業(yè)共同成長(zhǎng)、穩(wěn)定發(fā)展的和諧氛圍。
[Abstract]:Standing in the first year of China's comprehensive deepening of reform, the domestic economy has been deeply adjusted, the financial reform has been pushed forward in depth, and the economic importance of human capital has gradually increased.Facing the complicated operating environment such as interest rate marketization, financial disintermediation, Internet finance, industrial transformation and so on, the development of bank business is also faced with severe challenges, and the fierce market competition is reflected in the competition of talents.At present, in order to create efficient teams and improve the quality of talent, financial and non-financial institutions are willing to hire core talents who are familiar with financial markets, have customer resources and experience in banking through a variety of channels.The phenomenon of mutual talent mining between industries is common, and the bank brain drain is becoming more and more serious.This also makes the human resource managers of banks reflect on how to absorb, retain and train talents. Only by strengthening and perfecting human resources management, can the bank bring about the vitality and vitality of sustainable development.Therefore, this paper adopts the method of case study, taking the Dalian Branch of LD Bank as an example, on the basis of brief introduction of the company and industry background, through enumerating the infighting of the middle and senior leaders, and the resignation of senior employees.This paper points out that LD Bank Dalian Branch has unclear responsibilities in senior management team structure, lack of career management system, unscientific setting of training system, lack of flexibility of salary and welfare system, etc.The deficiency of performance appraisal system is the main reason of brain drain.Based on the above reasons, the countermeasures and suggestions to deal with the brain drain are put forward.Through these concrete measures, the purpose of this paper is to improve the employee's loyalty, identity and sense of belonging to the enterprise; to promote the corporate culture as the core, to establish a new alliance contractual relationship between the employee and the enterprise; and to control the turnover rate of talents.Seek the consistent interests of employees and enterprises, construct harmonious atmosphere of common growth and stable development of employees and enterprises.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F832.33;F272.92

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