Cmb Young Employee Behavior Instruction Study

Those youngsters born after1980, have already graduated from universities and come to work in companies and institutions. In the perspective of sustainable human resources development, this generation will determine the current and future growth of the company. Different times entitle different personality and characteristics on people, thus the traditional management theory needs necessary modification in response to the young employees generation. How to manage young employees effectively? It is a question for our reflection.As a large-scale financial institution, CMB’s young employees with an average age of27make a proportion of75%of total staffing. They are relatively higher-paid, with better educational background, younger yet bearing more pressure and having a broader social network. Therefore, studying on the behavior of young employees is a decisive step towards our blueprint of "Building the Century of CMB".This paper takes the young employees of China Merchants Bank Co. Ltd. as the object of study, applying motivation theory, training theory, corporation culture and relative management methods, conducting surveys to investigate behavioral preference and values of those young people, so as to summarize their characteristics. The survey consists of20multiple choices focusing on core personal/career/life values, and encompassing dimensions of salary, career development, teamwork, supervision, overtime working, personal relationship and daily life. The questionnaires are well-designed to be inclusive, realistic and scientific, providing good basis for understanding our young employees’values and appeals.The author holds the opinion that, when coaching the behavior of our young employees, we need to apply a strategic and progressive approach. Multiple motivation methods could be introduced, such as MBTI test in effective recruitment, career planning with young employees, on-board orientation, and "Double Qian" communication methods, in a bid to provoke the commitment, initiative and creativity in employees and meet our objectives.As for the implementation of corporate strategies, the author has designed a balanced scoring model tailored for young employees to help them understand themselves comprehensively from the internal to the external, as well as providing basic reference to the company’s employment strategy.There are four latitudes on the scoring card-performance evaluation, client management, internal management, and learning and development, which is self-explanatory of the significance to coaching employees’behavior. The scoring card is a "navigating" system for employees’self learning; it combines salary with career growth, accelerates the adaptation of young employees with economical stimulation, and leads to standardized behavior.In the end, the author addresses on the particular professional qualification and behavioral standards of young employees in financial industry. The paper discusses the strategic approaches of behavior coaching, applying culture compliance, professionalized emotional quotient and professional risk behavior guidance models, integrated with Chinese classical cultural theories.It is hoped that this article could help the human resources department on effective management of young employees’behavior, and make its humble contribution to our century blueprint.