Research Of Account Manager’s Turnover Problems And Countermeasures Based On Agricultural Bank Of China Suzhou Branch

As the globalization of financial markets, the openness of Chinese financial market is accelerating and deepening rapidly. As same time, the rapid development of Chinese economy promotes the rapid growth of domestic banks. However, the competition between domestic banks has become more and more intense, and the talent competition has become increasingly fierce. Facing unprecedented opportunities and intensifying competition, some banks fall into trouble, for the lack of effective measures to solve the problem of shortage of talents. In this paper, the author takes Agricultural Bank Suzhou Branch for example, to study the phenomenon and explore the reasons of turnover of their account manager, and try to find solutions from the bank itself.Based on the review of related literature, this paper designs a questionnaire and an interview outline,and a total of 97 questionnaires were issued. Then, based on the questionnaire survey data and interview results to analyze the reasons. Through the reasons for leaving the internal management to explore the deep-seated problems and put forward solutions to the existing problems.In this paper, the author took Price Mueller Model as the main theoretical basis, and summarized the reasons for departure from three aspects, including external factors, internal factors and personal factors. External factors include: Updating careers concept and changing macro environment; internal reasons including: unreasonable salary distribution, less attention to career development of account manager, inconsistent between incentives and performance appraisal, low level leadership of managers; individual reasons mainly refers to differences of individual characteristics and individual needs.This article proposed solutions from internal management of the bank to the related problems. According to human resources management theory and practical experience of author, the paper suggests that establish of a comprehensive career development plan for account managers, strengthen the relevance of performance evaluation and incentives, create a reasonable salary and compensation system to ensure internal equity and external competitive, and take leadership development training to enhance the leadership of middle and first-line managers. Besides, propose inter-generational management aiming at enhance job satisfaction of after 90 s, in order to retain talents.