论商业银行员工职业生涯管理

发布时间：2018-04-04 05:05

本文选题：商业银行　切入点：员工职业生涯管理　出处：《西南财经大学》2013年硕士论文

【摘要】：改革开放30余年来,我国的经济建设取得了重大成绩,而以商业银行为代表的金融业在这一大潮中也取得了更为快速的发展。随着市场经济的越发完善,竞争的触角触及了企业经营的方方面面,员工作为商业银行一种可增值的“核心竞争力”,越来越受到管理者的关注。与此同时,对于自身的“人力资本”能否实现增值又日渐成为广大员工的关注。因此,两个“关注”不断聚焦,注定了员工职业生涯管理成为人力资源管理中越发重要的一个工具。与此同时,因国际国内经济环境的快速变化,银行原有的经营模式受到巨大挑战,转型迫在眉睫。转型中,首先盈利能力受到影响,薪酬增幅不断下降；另一方面,转型造成的薪酬待遇、岗位需求、人际关系的不确定性使员工对“我能得到什么”的长期预期变得模糊,于是对自己在组织中工作和学习的动机降低,进一步造成个人目标短期化。以上这些因素都将损害银行的业绩和员工自身的发展。抽丝剥茧之后,我们逐渐可以看出,商业银行经营成功、商业银行应对转型的先决条件是以尽量少的成本,保留和吸引充足的、稳定的、具有强烈工作意愿,具备较高工作能力和职业道德的人才。然而,这个条件的具备只靠经典的市场经济和管理理论来指导是束手无策的,必须设计并实施一套能够整合商业银行自身优势,深入满足员工需求,从而实现双赢的机制。这一机制就是员工职业生涯管理。职业生涯规划应该是通过有效技术手段,按照一定标准,遵循一定程序,使不同员工在不同阶段与不同岗位进行匹配的管理过程。从银行的视角来看,通过这一互动的过程,企业的各个岗位将获得充足的、稳定的、具备充分能力和意愿的员工；从员工的视角来看,将在组织中获得一个与自身各阶段性格、兴趣、能力相适应的岗位序列。这一过程将尽可能地同时满足银行和员工的发展需要,并为劳资双方提供一个稳定的回报预期。在国内外大部分的已有研究中,职业生涯管理通常是作为人力资源管理中培训和开发工作的一部分,与绩效管理等内容并列。然而考虑到银行转型过程中,人力资源管理工作越来越系统,越来越人性化的趋势,迫切需要将员工职业生涯管理工作作为战略人力资源管理的核心。 Z银行成都分行目前在全川有30家分支机构,存款规模约800亿元人民币,有员工1000人左右,其中分行部门总经理助理、支行行长助理级别及以上干部约150名。在对员工的职业生涯规划上,分行是十分重视的,从成立伊始,分行就通过招聘、培训、岗位项目等工具确保了较好的岗位匹配度和人力资本积累,近年维持了较好的劳资关系,培养了大批青年中层干部,形成了优良的企业文化,初步形成了与员工的双赢局面。但与此同时,完善的员工职业生涯管理背后.在实践中存在着以下几类问题：一、专业技术序列管理无法达到预期效果：二、跨部门平级职位变动受阻；三、对职业生涯管理中的隐性资源整合不够; 四、员工职业生涯管理的透明度和宣传不够,尚未在员工中形成稳定预期。通过对以上问题的考察,我们可以看出员工职业生涯管理中目前的突出问题可以分为两类,一是在信息处理上系统性不够,无法将分布在各处的员工和岗位信息通过搜集整理成为能够服务于员工职业管理的资源,也无法将包含职业管理的信息快速、精确、可信地传达到需要知情的员工那里。二是即便掌握了精确的信息,也无法及时、高效地对信息做出正确反应,将需要调度的资源精确投送到效用最大化的地方去。归根结底,商业银行虽然越发重视员工职业生涯的管理,但仍然停留在传统人力资源管理模块分割的模式中,没有在制度、流程、文化等方面将员工职业生涯管理放在人力资源管理最为核心的位置,从而以此为先决条件,通过积累和磨合,逐渐具备全局的、科学的、高效的人力资本获取和分配能力。而这一能力,恰恰将决定商业银行在未来的核心竞争力。真正使员工职业生涯管理成为人力资源管理的核心,是一个漫长的过程,但作为一家商业银行,我们可以基于已有研究和经验积累的基础上,探讨一下如何迈出万里长征的第一步。本文认为,一是在员工职业规划制定过程中,要严格遵循一系列原则,保证员工职业生涯管理机制的长期导向性和科学性。二是将原有模型中遗漏或忽视的重要因素进一步引入员工职业生涯与岗位的匹配机制,使员工职业生涯管理具备在更大范围和程度上整合资源的能力,强化其核心地位。三是建立更为有力的制度体系,保证员工职业生涯管理的落地。四是通过树立典型、开展宣讲、举办活动等方式,将员工职业生涯管理融入企业文化,融入员工职业预期中。以上四点的核心,是形成完整的“预期——行为——结果——预期”循环,使员工的良好职业预期、良好职业行为、良好利益结果三个元素在实践中相互强化,形成商业银行经营业绩和管理水平不断提高的,稳定的动力机制,在这一机制下,通过一定时间的积累,员工职业生涯管理才能有一天真正成为人力资源管理的核心,并在商业银行竞争力构建中,发挥出不可想象的作用。
[Abstract]:Since the reform and opening - up for more than 30 years , China ' s economic construction has achieved great achievements , and the financial industry represented by commercial banks has also made a more rapid development in this tide . With the development of market economy , the angle of competition has touched the square face of the enterprise management . As a kind of value - added " core competitiveness " of the commercial banks , the employees are more and more concerned by the managers . At the same time , the focus of the two " concerns " is doomed to become an important tool in human resource management .

At the same time , because of the rapid change of the international domestic economic environment , the original operating mode of the bank has been greatly challenged and the transformation is imminent . In the transformation , the profitability of the first profit is affected and the salary increase is declining ;
On the other hand , the uncertainty of salary treatment , position demand and interpersonal relationship caused by the transformation makes the long - term expectation of " what I can get " becomes vague , thus reducing the motivation of work and learning in the organization , further causing the short - term personal goal . These factors will hurt the bank ' s performance and employee ' s own development .

After removing the cocoon , we can see that the successful operation of the commercial bank , the prerequisite of the commercial bank ' s response to the transformation is to keep and attract sufficient , stable , strong working will and professional ethics . However , this condition has the strong working will and high working ability and professional ethics . However , this condition must be designed and implemented only by the classic market economy and management theory . It must be designed and implemented to meet the needs of the employees in order to meet the needs of the employees in order to realize the double - win mechanism . This mechanism is the employee ' s career management .

The career planning should be based on the effective technical means , according to a certain standard , the management process of matching the different staff at different stages according to a certain standard . From the perspective of the bank , through the process of this interaction , each post of the enterprise will have sufficient , stable and willing employees ;
From the perspective of employees , a post sequence adapted to each stage ' s character , interest , ability will be obtained in the organization . This process will meet the development needs of banks and employees as much as possible and provide a stable return for both employers .

At home and abroad most of the existing research , career management is usually as part of the training and development work in human resources management , and the content of performance management . However , in the process of banking transformation , human resources management is becoming more and more systematic and more humanized , it is urgent to take the employee ' s career management as the core of strategic human resource management .

Chengdu Branch of Z Bank currently has 30 branches in Sichuan , with a deposit size of about 800 billion yuan , with about 1000 employees , of which about 150 employees are assistant to the general manager of the branch department , assistant level of branch president and about 150 cadres . In the career planning of the staff , the branch has ensured better position matching and human capital accumulation . In recent years , the branch has maintained a better labor relationship , fostered a large number of young middle - level cadres , formed an excellent enterprise culture , and formed a win - win situation with the staff .

But at the same time , the perfect employee career management lies behind . In practice there are several kinds of problems :

I . Professional technical sequence management cannot achieve the expected effect :

2 . The change of cross - sectoral level - level positions is hindered ;

Thirdly , the implicit resource integration in career management is not enough ;

IV . The transparency and publicity of the employee ' s career management is not enough , and it has not yet formed stable expectations among the employees .

Through the investigation of the above problems , we can see that the current problems in the employee career management can be divided into two categories , one is that the information processing system is not enough , the staff and the post information distributed everywhere can be quickly , accurately and reliably communicated to the employees who need to be informed .

It is a long process for employee career management to be the core of human resource management , but as a commercial bank , we can discuss how to take the first step of the long march in the process of employee career planning .

【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

【相似文献】