A Bank Jilin Branch’s Core Staff Salaries Management Improvements

A Bank of China is developing rapidly, the influential state-owned commercialbanks. A bank is a leading market position in China ’s joint-stock commercialbanks, to provide customers with comprehensive commercial banking products andservices. Main business areas include corporate banking, personal banking andtreasury operations, products and services (such as basic construction loans,residential mortgage loans and bank card business, etc.) in the Chinese bankingmarket leader. A bank branch in Jilin Province, Jilin Province, the economy has avery important role. As the rapid development of the Bank of Jilin Province, JilinBranch personnel for Bank A is very important. Compared to ordinary employeesand key employees in the bank ’s role more obvious. Currently theorists define keyemployees no uniform standard, but there are some common characteristics of keyemployees-the core staff have been a long-term training and education, investmentin human capital through more people who have a high professional skills or richexperience. These employees are very important for businesses. Generally speaking,these employees are alternative lower once it leave their jobs, then it is difficult tofind a suitable short-term successor. If we say that human capital is the mostimportant resource, then the core staff is undoubtedly the most important. The corestaff of the importance of commercial banks from the following two aspectsreflected. First, the core staff directly related to the commercial bank’s corecompetitiveness. The so-called core competencies, means: within an organizationthrough the integration of knowledge and skills, especially on how to coordinate diverse production skills and integrate different technologies of knowledge andskills. Second, the core staff of the state-owned commercial banks have the effect offour aspects, namely, cost-effective, revenue effects, efficiency effects andcustomer effects.A bank currently Jilin Branch has established a relatively complete core staffremuneration management system. Currently, A-Bank Jilin Branch Establishmentof core staff salaries generally follow five principles: the principle of fairness, theprinciple of competition, incentive principles, economic principles, the principle oflegality. Although Jilin Branch Bank A core staff remuneration system currentlyalready have a certain framework, but there are still many problems. Jilin BranchBank A core staff remuneration system problems can be " two Fuji missing " tosummarize. The so-called " two noes" refers Jilin Branch Bank A core staffremuneration system for the existence of "no time","no place " problem;-called "two missing " refers to workers compensation system is the core there is a " lack ofcompetitiveness " and " the lack of long-term planning "issue.Jilin Branch Bank A core staff remuneration system in the cause of theseproblems lies in the following aspects: understanding the core mechanism for staffsalaries existence of errors; performance management for the core staffdeficiencies; incentives inelastic; regulatory measures are not in place; materialincentives beyond more a lack of incentives; A bank Jilin Branch embodies theprinciple of distribution according to work is not obvious and so on.Based on the above analysis, this paper proposes Jilin Branch Bank A corestaff remuneration system improvement measures. Bank of Jilin Branch of the Acore staff remuneration system improvements should follow the followingprinciples. They are: strategic principles, motivating principle, the principle offairness and justice, the principle of competition and economic principles. Thecore staff remuneration system for improvement, an important prerequisite is to improve performance assessment indicators. On this basis, but also to correctlydetermine the incentive target, determine which employees belong to the core staff.Jilin Branch of the A bank run, the core staff remuneration system improvementscan be focused from the establishment of a comprehensive compensation system.And further improve the supervision and restraint mechanisms, the establishment oflong-term incentives.