Research On Optimization Of Customer Manager Training System In M Branch Of China Post Savings Bank

At present,there are some new changes and characteristics in the economic and financial environment at home and abroad.Since the Nineteenth Congress of the Communist Party of China,domestic financial supervision has become more and more prudent,and financial system reform has been deepening.Internet finance has impacted the banking industry,and the competition among banks has become more and more fierce.Banks are increasingly demanding talent.Customer managers are the bridge between banks and customers,as well as the direct creator of benefits.They play an important role in the operation and development of banks.Firstly,this paper introduces the background and significance of the research,summarizes the relevant literature at home and abroad,expounds the research contents and methods,and introduces the relevant theoretical basis;secondly,it briefly introduces the basic situation of the customer manager team of M Branch,the characteristics of the customer manager and the current training system;thirdly,it studies and analyses the customers of M Branch through research and interviews.The current situation of manager training in this branch finds that there are some problems in the training of customer managers in this branch,such as paying attention to formalism,lacking integrity of training planning,inadequate training content,too monotonous training form and inadequate training evaluation mechanism,etc.The causes of these problems are analyzed in depth.Finally,in view of the problems found and the causes,the author specializes in the training of customer managers.The competency model of customer manager of M Branch is constructed from three dimensions of professional knowledge,professional skills and moral accomplishment.It is suggested that the training system of customer manager of M Branch be optimized by optimizing training management training resources and training operation.It is also proposed that the training work be guaranteed from three aspects:organizational leadership,incentive policy and material and spiritual guarantee.