The Training System Design Of Governors Of Bank A’s Secondary Branches Based On Competency Model

With the increasingly fierce market competition, the state-owned commercialbanks as the financial industry’s lead in supporting the development of China’sfinancial industry. In this era of economic and information technology as a measureof social development, a high degree of knowledge-intensive financial industrytalent competition intensified, the Commercial Bank as the leader of the bankingsector plays an important role in commercial bank branches, the quality of the work,the ability to work and professionalism affect subordinate, affect the performance ofthe entire organization is becoming the focus of competition in the state-ownedcommercial banks. On how to better selection and Commercial Bank, and to nurturethe best people to improve organizational performance, many commercial banks arenow facing a major issue.As other state-owned commercial banks, A bank’s traditional training systemrelies on the general rule of thumb, to engage in "large" or "thousand lesson"training for how targeted to truly improve the inherent quality of the managementlevel required, the lack of use of effective tools to locate scientific standards. Inorder to clarify the requirements of the quality of A Bank Branch II, and for standardpositioning training needs, urgent need to rely on more scientific and reasonable toolfor the design of the training system, so as to enhance the management level in termsof knowledge, skills and comprehensive strength, stimulate and strengthen theadvantage of the state-owned commercial banks and lasting competitiveness.Take the managers of A Bank Branch II as an example, based on the quality of the model theory, combined with domestic and international quality model theoryand the industry competent quality model depth exploration of the quality of themodel of the two branches of the commercial bank governor, established for thecompany’s two Branch competency model and use this model to a more scientificand objective measurement of the ability of the two branches governor of thestate-owned commercial banks, and then for the measurement results andexpectations of the results of the gap, find out the governor’s lack of ability andquality, and how to improve the capacity of training measures, have some role inguiding the Bank A and similar enterprises.