Study On The Human Resource Management Of State-owned Joint-stock Commercial Banks Based On The Perspective Of Brain Drain

As capital and knowledge-intensive enterprises, commercial banks integratehuman capital and money capital to achieve the growth of the value. The human capitalis more initiative, enthusiasm and active than monetary capital. Along with thecontinuous reform and development of China’s financial industry and the fullliberalization, foreign banks have set up branches in China. The monopoly position ofthe four major state-owned joint-stock commercial banks is gradually broken. The corepersonnel of the state-owned banks have gradually flowed to the foreign banks. At thesame time, the city commercial banks and regional commercial banks grow fast, andattract financial talents with flexible human resources management system, whichcompete for talents with the state-owned joint-stock commercial banks.The losses of brain drain of state-owned joint-stock commercial bank’s results inadditional loss of professional skills and high-quality customer resources, whichcausing huge losses to the state-owned joint-stock commercial banks. Therefore, thestrengthening of human resource management and effective prevention and control ofthe core brain drain are the strong guarantee of the steady operating and theimprovement of the core competitiveness of state-owned joint-stock commercialbanks.On the basis of analysis of the brain drain and commercial banks human resourcemanagement theory, this paper dissected the impact of brain drain to the commercialbanks. This paper introduced the pay and benefits, job promotion, the culture, stafftraining, incentives, as well as gender, education and other factors into brain drainimpact factor model, and made a comprehensive analysis of the reasons of the braindrain. On the basis of the human resource management experience of foreigncommercial banks, this paper transformed the brain drain factors into the strategicbasis to enhance the human resource management and avoid the brain drain ofstate-owned commercial banks. Finally, this paper putting forward alternative optionsto attract, retain and motivate talented people.