The Brain Drain Case Study Of A State-owned Bank In Dalian

Since the outbreak of the global financial crisis in 2007,China's banking industry has been severely affected,asset quality has dropped sharply,and operating performance has registered negative growth.Under such a severe economic background,state-owned businesses have a large number of outstanding brain drain problems.According to statistics from the Banking Association,the four major state-owned banks have more than 10,000 employees leaving each year,and the departure rate has risen year by year.How to properly deal with the problem of the increasing brain drain of state-owned banks and steadily and orderly reform of the banking human resources management system has become an urgent problem that state-owned banks need to solve.This paper will take the typical case of brain drain in Dalian branch of A state-owned bank as the main research object,and take the human resources management perspective.Combined with model and its extension model,compensation incentive theory,corporate culture theory and career management theory,and other related human resources management theories,the analysis methods such as case analysis method,field research method,literature research method,and data statistics method are used.Based on the analysis of the actual situation of enterprises and the background of the industry,three practical cases,namely,a significant reduction in remuneration,the departure of young employees,and the departure of senior executives,were used as entry points to carry out targeted and objective analysis,rigorous comparison,and in-depth analysis.Summarizing the three problems that affect the brain drain of the Dalian branch of the state-owned bank A,namely,the fact that remuneration is not competitive and performance management is non-existent,bad corporate culture hinders development,and there are many problems in the promotion system.According to the relevant talent management theories,we have proposed three solutions to provide competitive compensation and welfare programs,create a harmonious corporate culture,and pay attention to employee career planning to establish multiple promotion mechanisms,and build a continuous and sound human resources management mechanism.In order to promote the reform of the human resources management system,improve the cohesion of employees throughout the bank,and create a good corporate environment that can attract talents,use good talents,and retain talents.