Study On The Problem Of Human Resource Management In Rural Credit Cooperatives

Under the globalization and integration of economics and finance, the knowledge economy enables the human society's economics activity to get rid of the natural resource's restraint, and depends upon humanity's intelligence resources and the advance in technology to realize the sustainable development. The rural credit cooperative is an important local financial organ in our country, and is occupying an important position in the rural finance and the most important channel for"sannong", it undertakes the heavy responsibility of serving"sannong"and supporting the provincial economy development. Rural credit cooperative's human resources management is still in the transition stage from the traditional to the modern human resource management, its management means and study are also at the quite backward condition. The Rural credit cooperative, changes its tradition"the officialdom standard"and"the administration"human resources management attitude, reform recruitment, staff's management, achievements management, salary welfare, training and development, team construction. The aim is to transform rural credit cooperative to modern finance enterprise.This paper use the advanced concept of the strategic human resources management to rural credit cooperative's human resources management, introduct "human capital" concept, and improve the rural credit cooperatives's human resources management and development system with advanced ideas and means. In the course of the study, I have used standardized analysis of human resources for rural credit cooperatives conducted a comprehensive analysis of the status quo. The analysis was carried out from backward management concept to staff quality defects, and the unbalanced arrangement of people, and the lack of training etc, especially on a not sound performance appraisal. Based on this, according to the requirements of the reform of rural credit cooperatives, in a targeted manner to its human resources management and development put forward measures. With operating rural credit cooperative's strategic objectives as a benchmark, rural credit cooperative should carry out long-term planning and improve the operational systems, and be from the "power centre" to "service centre". They should regulate the recruitment of staff and allocation of work, optimize the incremental and adjust the obvious contradiction between the staff structure.At the same time, rural credit cooperative should improve the system environment and introduct advanced mechanism of competition. KPI indicators Assessment System should be designed and built to improve the pay distribution mechanism, strengthen the incentive pay restraint role. To establish reserves for personnel flows, and increase input in training to activated personnel stock and improve the overall quality of the overall staff.