Research On Problems Of The Client Manager Loss Of A Bank Jilin Branch

In today’s global economic integration, China’s financial markets break the oldfinancial landscape and gradually become international. The state-owned joint-stockcommercial banks reform in the areas of product development, process planning,banking services and other aspects to respond to the serious challenges from foreignbanks as well as small and medium-sized joint-stock banks. Client Managers act asthe backbone of a commercial bank to open up the market, so commercial bankcompetes to get these important resources.The state-owned banks are not flexible atemployment mechanism, so the huge talent loss, especially the loss of mature clientmanager, which aspect its continued development of potential problems negatively.How to deal with the intense war for talent, and how to improve employeesatisfaction and reduce the ratio of the loss of the client manager, to enhance the corecompetitiveness of enterprises, reduce labor costs, become the most important issuein front of the manager.This paper make the state-owned joint-stock bank A bank as the example, toanalysis the line of human resource development in recent years of the status quo,the status of the loss of human resources and Human Resource Managementincentive theory, and resolve the reasons for the loss of client managers organizationof external factors, organizational factors of the internal factors and individualemployees. The external factors why Client manager leave the bank are mainly fromthe same industry compete for the bank’s core talent; the internal factors why clientmanager leave the bank are mainly from the backwardness of the internal management mechanism, the deficiencies in the building of enterprise culture, paysystems and personnel selection mechanism; client managers’ employees personalcareer planning lead the loss of individual employees.By analyzing the reason for client managers’ loss of bank A, this paperproposed measures to improve customer manager loss: the loss of client managerloss prevention mechanism and client manager warning mechanism. For enterprises,it is necessary for prevention mechanisms to establish the remuneration system ofthe competitiveness of the industry, the focus on employee career planning, buildingcorporate culture and enhancing the quality of staff training; It is also necessary forcompensation mechanism of customer managers to recruit new staff from outside,the middle-aged employees for specialized households training, establish andimprove personnel selection mechanism.By establishing the system and frameworkto reduce the loss rate of Bank client managers.