The Study On The Turnover Of Bank Of China CD Branch

Open markets has brought unprecedented challenges and motivation to the traditional Chinese banking industry.Talent competition becomes more intensified among banks the flow of talent,and brain drain among banks become more frequent.By foreign banks and joint-stock banks seizeing the market,and seizing financial professionals,lead the employee turnover of Bank of China branch CD and the brain drain phenomenon more and more serious.Based on the study of Western separation theory,combined with the separation model PM(2000)model,questionnaire design,through analysing the former employees and employees' questionnaire,the paper summarizes the main factors affecting employee turnover,finds the lack of human resources management of CD branch.With related incentive theory,the theory of compensation management and career planning theory,the paper gives optimization strategies for the lack of human resource management,and gives optimization strategies to ensure effective implementation of the recommendations.The main conclusions are reflected in the following aspects.(1)Through the questionnaire survey analysis and correlation analysis of the variables separation model,the impacts of employee turnover are mainly due to the lack of effective incentive mechanism,the unreasonable development of the performance appraisal system,unclear career planning,unperfect training system,weak organizational culture.Performance appraisal system caused by the irrational development of staff effort does not match their income are not incentive to play an effective role.On career planning,many employees are not optimistic about their career prospects,organization promotion channel is opaque.On the training system,training in the form of tedious training content and impractical training have caused the bank employee dissatisfaction.In terms of organizational culture,because superior-subordinate relationship is general,they don't communicate effectively,employees do not care about the organizational culture so that employees lack cohesion and have low efficiency.(2)In order to improve employee job satisfaction and organizational commitment and improve the deficiencies human resources management,we propose to take a different performance index for different staff positions,marketing mission is not the only indicator longer.We cancel cap system performance of marketers,encourage to do more and more,follow the principle of distribution according to work.In terms of career planning,we propose guidelines for the entry of new employees,in the selection of talent,get rid of seniority way to take an open and transparent selection methods,open up the staff promotion channels.In terms of improving the training system,training to actual work form should be diversified,set up a professional team of lecturers,improve the quality of teachers.Finally organizational culture construction strategy,proposed people-oriented management philosophy,organizational culture established team,planning and organizing cultural activities will be organized idea implanted in the minds of employees through cultural activities to enhance their sense of belonging,a sense of responsibility and sense of happiness.(3)In order to ensure the effective implementation of the above strategy,the paper also gives suggestions.Reform the system performance due to take implemented on a gradual approach,the trial period should be real-time tracking,dynamic adjustment programs.Career Planning to full attention,entry guidelines for new employees to be added to the organizational culture and other aspects of advocacy,planning should be more comprehensive.Personnel selection should pay attention to the losers of mental activity,and timely communication.Complete training system should be established on the basis of training needs analysis,a definite purpose.For higher training costs of the certification program,selection of new members can be taken to open the way,select potential trainees,control training costs.Building organizational culture,can be selected from the basic network of cultural activists,understand the spiritual needs of junior staff to better organize cultural activities.In this paper,we apply the Price-Mueller(2000)of turnover model to analyze the reasons for employee turnover,find insufficient human resource management of CD branch,combined with the theory,it puts forward the corresponding strategies,a better solution in the branch CD talent management issues.However,due to the limited level of the author,throughout the study,there are still insufficient,the analysis is not comprehensive enough.For example,for the administrative functions of the staff appraisal,how to be fair and impartial,this is for further study.At the same time,pay levels still depends on the development of the head office policy support,the industry salary levels and appraisal system needs further investigation.