Research On The Career Development Of C Bank Branch Employees Under The Background Of The Third-generation Branch Transformation

With the development of science and technology,the maturity of Internet technology has gradually changed the work requirements of banks for employees.In order to improve the capacity of a single bank network,all banks are promoting the construction of intelligent network.The purpose is to improve the proportion of machine business processing,reduce manual processing,and let more employees participate in the process of marketing.The front desk staff of the bank are faced with the transformation from the original duplication of labor to the current sales type of labor,which puts forward new requirements for the career development of the bank's front desk staff.Under such circumstance,C bank carries out the reform of 3-gengeration transformation management system,so as to improve the capacity of bank outlets,maximize the quantity of marketing staffs,and develop their skills and achievements.This thesis compares the working time,working intensity,positions and wage of bank staffs during the time before and after 3-gengeration transformation.According to Two Factor Theory,Interpersonal Theory,The Peter Principle this thesis discusses the influence which 3-gengeration transformation has put on human resource.3-gengeration transformation management system exerts a tremendous influence on wage,promotion,working mode and positions of bank staffs.Since 3-gengeration transformation,the C bank has made great progress in the retail business,The total individual savings,the total amount of personal assets,financial management,insurance and the sale of precious metals are in the absolute leading position in the local bank,and the assessment ranking in the C banking system has also been improved.Because the economy of the region of C bank is in the downlink stage,the economic benefit of C bank is greatly affected,so the three generation transformation has encountered some problems in the process of advancing.These problems are mainly manifested in the employees' income and labor intensity is not matched,the promotion mechanism is lagging behind the business development and so on.This paper puts forward some suggestions on these problems.At last,the change of 3-gengeration transformation management model is an inexorable trend in such technology environment for traditional bank.The author collected 3-gengeration transformation data,Questionnaire investigation and Employee income change.The main content of this thesis is analyzing and discussing the problems and solutions of the human resource during the operation of 3-gengeration transformation management system.