Research On The Issues And Countermeasures Of The Resignation Of Grassroots Staff In Qingdao A Branch Of State-owned Bank

In recent years,with the market-oriented reform of interest rates and the impact of massive Internet financial transactions,small and medium-sized commercial banks and foreign banks are also pressing,bringing a sense of crisis to the traditional state-owned banks.The liquidity of employees of state-owned banks is becoming stronger and stronger with the competitive pressure of the financial industry and the emerging development opportunities,and the turnover rate is rising.Faced with the rapid brain drain,the urgent task of state-owned banks is to stabilize the talent and reduce the turnover rate.There are many kinds of financial markets and active transactions in Qingdao area.Qingdao branch A of a state-owned bank(hereinafter referred to as branch A)is a very representative state-owned bank.In recent years,the turnover rate has gradually increased,which has attracted great attention.This paper takes sub-A behavior as an example,focusing on the problem of employee turnover and facing the middle-level and grass-roots employees,conducts a questionnaire survey on 300 employees of branch A and conducts in-depth interviews with10 employees who have already left the branch A.Then it combines organizational commitment,organizational cohesion,POS theory,job satisfaction theory and other organizational behavioral theories to conduct in-depth analysis,and concludes five problems leading to employee turnover: the existence of salary and welfare system.In terms of defects,unclear career development path of employees,lack of stress management,neglect of staff training and training,lack of cohesion of corporate culture.In view of the above five problems,this paper puts forward five strategies to deal with the problem of employee turnover in branch A.Firstly,we should optimize the existing salary system and strengthen the welfare system.Specific measures include formulating assessment methods to adapt to local conditions,narrowing the wage gap between grass-roots employees and senior managers,improving the reward and punishment system,setting up special welfare and flexible welfare system,and setting up innovative subject funds for employees.Second,pay attention to and optimize the design of employee career development.Specific measures include defining the expectations and prospects of career development,cultivating and stimulating employees 'interest in work,and strengthening job-rotation development.Thirdly,we should strengthen pressure management measures.Specific measures include implementing employee stress level monitoring,guiding employees to reduce stress through self-regulation,and alleviating employee stress in a multi-pronged manner.Fourth,attach importance to personnel training and training.Specific measures include creating conditions to help employees develop their own strengths,attaching importance to the substantive help of training for employees,and improving the quality of employees through systematic and high-quality training.Fifth,measures to improve corporate culture.Specific measures include cultivating employee loyalty,creating a relaxed working atmosphere and improving organizational trust.The conclusion of this paper not only has positive reference significance for A branch to reduce the brain drain rate and improve human resource management practice,but also has reference value for other state-owned banks to maintain talent.