Research On Strategic Management Of Human Resource For City Commercial Banks

As a knowledge-based and human-intensive organization, the fierce competition inChina’s financial sector lies in the competition for talent. In order to survive in thecompetition and to seek development, the crucial solution lies in its competitive advantages inhuman resources management. This paper focuses on the strategic management of humanresources of the emerging city commercial banks (hereinafter referred to as the "CityBank").During the process of its management; city commercial banks will inevitablyencounter diverse talent competition environments. By analyzing the strengths andweaknesses of the human resources management of city commercial banks in the competitiveenvironment, this paper establishes the strategic model of human resources for citycommercial banks. City commercial banks can choose the most favorable human resourcesstrategic model so as to help the city commercial banks achieve the optimal configuration ofhuman resources based on the human resources strategic positioning.This paper selected the recruitment system, training systems, performance management,compensation management and career planning as five entry points in the human resourcemanagement. First this paper made a longitudinal analysis of the historical development forhuman resource management of the City bank, and then made a horizontal comparison amongthe city commercial banks, the foreign banks, the national joint-stock commercial banks andthe estate-owned commercial banks. Identify the problems of the city commercial humanresource management by comparison, then made a total SWOT analysis of the City Bankscombined with these issues, to find the strengths and weaknesses of the human resources ofthe City Banks and external opportunities and threats. And based on the SWOT analysis, thispaper established four human resources strategic models of City Bank human resources.These four strategic models are the attacking human resources strategy, the difference humanresource strategy, the reform human resources strategy and the defense human resourcesstrategy. This paper made a distinction between these four human resource strategicmanagement models. In attack model, City Banks should focus on strong means of "digging”and snatch personnel actively. In different model, City Banks should focus on thedevelopment of differentiated positioning to create a human resources management modelwhich has City Banks’ characteristics. In reformational model, City Banks will have tocombine the traditional strengths of the human resources of the city commercial banks,stabilize edge for a smooth transition reform of human resources. In defensive mode, CityBanks will have to evade the threat, not snatch talents from other commercial banksinitiatively and intentionally, to avoid direct conflicts. In addition, this paper specifiedmeasures of human resource management in these four strategic models instructions. Finally,this paper analyzed the application of the four strategic models in order to achieve thepurposes of applying theories into practices combined with the City Banks’ actual fact of City Banks.Through the implementation of the strategic management of human resources, the CityBanks improved the efficiency of their own human resources management, and achieve theoptimal allocation of human resources, so as to obtain the most favorable developmentaladvantage in the competition for talent.