Agricultural Bank Of Tai'an City Human Resource Management Problems And Solutions

Thesis example the Agricultural Bank of Tai'an City, Tai'an City in the status of the Agricultural Bank evaluation of human resources and human resources management system based on the analysis, summarized and discussed the Agricultural Bank of Tai'an City, the outstanding human resource management issues, and targeted put forward suggestions.Through research, the following results:First, the Human Resources evaluation results show that both the distribution of financial resources from the region or from the business point of view, the Agricultural Bank of Tai'an City staffing does not match the phenomenon emerged. Branch agencies account for a higher proportion of branch staff, the Bank the number of agency personnel a higher proportion of the total line, a large agency personnel, a small proportion of first-line management personnel; City Bank branch in the back office staff and the high side, differences between the Inter large obvious difference in distribution of staff positions. Customers within the branch managers and financial managers a serious shortage of staff positions, marketing staff accounted for too little business, business outreach development is not strong. The Bank staff age structure is irrational, the aging trend is clearly not an echelon structure, the low proportion of younger workers, branch office workers aging prominent. Overall academic staff of the bank level is low, but the structure of the obvious imbalances in the distribution, talent agencies tilted configuration in the branch, branch agency personnel depression effect is obvious, the proportion of highly educated workers decreased by level step by step, the network of high-quality talent pool.Second, human resources management system analysis showed that a suitable building for the "three rural" commercial operation, complete functions, highlighting the effectiveness of a new system of risk control, human resource planning is very important. In the recruitment and hiring system, the implementation of the Agricultural Bank of Tai'an City, internal recruitment and external recruitment of a combination of internal recruitment led to the structural contradictions of human resources, external recruitment agencies, mainly through recommendation, sit for university graduates, etc. . Lack of specialized human resources development department of human development and management personnel, human resources development is currently carried out mainly through training. Because the limited training resources, training, just some of the structural solution, emergency problems, to strengthen human resources development, also need more ways. Agricultural Bank of Tai'an City staff pay system, including basic wages, salary, performance pay plus incentive pay of four parts, and more fixed. In the management of employee performance appraisal, objectives and tasks can be done basically clear, a sound system of job responsibility, the scientific development of the target program and a dynamic management, performance management stimulate the vitality of the basic unity of functions and tasks, through the incentive-oriented, and efforts to create a good atmosphere for performance appraisal management.Third, the study shows that the Agricultural Bank of Tai'an City, structure and quality of human resources jobs irrational structure, showing the relative total surplus staff is not efficient; resource distribution is uneven, the quality of the irrational structure; access policy restrictions, people age, there fault; thinking understanding of bias, poor atmosphere, the four aspects of human resources. Tai'an City, the wage distribution mechanisms are inadequate post the Agricultural Bank of structure and quality of human resources structure is irrational, the relative performance of the total surplus staff is not efficient; resource distribution is uneven, the quality of the irrational structure; access policy restrictions, the age of the gap in and so on. Post match in the human procedure, the lack of clear and reasonable standard, management and staff positions are not important to the formation of regular exchange of the real system. Professional management positions with a matching method, and strengthen the official standard thinking, undermined professionalism. Lack of qualified personnel system is not out of the system, optimize and improve the quality of personnel staff positions to reduce match the degree of momentum. Salary distribution over the administrative level based on people, generally assigned personnel oriented, still with the average tendency. The wage level professional and technical positions up little space. Understanding of human resource planning is limited to the operational level, the lack of future human resources needs and requirements of long-term goal planning, but not enough vacancies for staff recruitment only thought is difficult to realize the overall corporate business strategy on a macro co-ordination arrangements, and ultimately branches of the internal staff structure led to disorder.Fourth, we believe that the Agricultural Bank of Tai'an City should strengthen the rational allocation of human resources management jobs, improve the job structure and quality of personnel. Efforts to reduce the total staff, improve staff efficiency and reasonable at the mercyResources to further rationalize the structure of personnel quality; break access policy restrictions, active supplement, forming different ages, different levels of staff echelon. Establish a scientific position sequence. Sequence of different positions on the unified promotion channels set to make up the staff from the traditional channels of "L" type into a "Y" type. Introduce a comprehensive product "pricing system", a reasonable wage distribution mechanism. Establish an effective training mechanism, strengthen the quality of staff training and development potential. Scientific planning and human resource management, building strategic human resource management system, establish a standardized position system and carry out internal organs posts and branch allocation, improve the market-oriented employment mechanism, establish an open competitive selection and the "two-way choice system", to do a good job personnel training and staff training. By strengthening the credit portfolio, credit products and other products portfolio to cluster-based loans, the establishment of a variety of security methods, the implementation of progressive multi-product portfolio management, improve the pricing mechanism, innovative loan mechanism, improve the evaluation mechanism, strengthen personnel training etc., into an active mode, and strive to meet the "three rural" work requirements, the real human resource management functions.