The Research On The Loss Of Young Employees In J Center Sub-Branch Of The People's Bank Of China

The important support for the rapid development of China's economy and finance is the establishment of a sound financial service system and a sound and orderly financial ecological environment.In this process,The people's bank of China at all levels play an important role in organizing,coordinating,implementing,service,research and other irreplaceable functions.The people's bank of China employees,especially young employees,have become the main force for the central bank to carry out its duties.However,in fact,the loss of high-quality young employees at the grassroots sub-branch of the People's Bank of China has been increasing.Under the background of severe employee age gap and a small employee base,the loss of young employees has a significant impact on the sub-branch.The first is to weaken the ability of the central bank to perform its duties.The second is to increase the recruitment and training costs.the third is to cause instability to the remaining young employees.Therefore,research on the problem of the turnover of young employees in the People's Bank of China has become a top priority.Taking J Center Sub-branch of The people's bank of China as an example,this paper studies the employee turnover model,employee motivation theory,and the existing young employees management system of J Center Sub-branch through the literature analysis method.On this basis,the questionnaire is designed,and,the questionnaire is distributed to the in-service young employees and the outgoing employees and the results are counted,summarized,collected and analyzed to find out the reasons for the loss of young employees,including the following five aspects:(1)Insufficient pay incentives.It is mainly manifested in the failure of total salary management to reflect the value of talents and the poor incentive effects caused by salary distribution equalization.(2)the promotion mechanism is unreasonable.Including small promotion space,narrow promotion channels to higher levels,and the mismatch of professional technical title employment standards with job responsibilities.(3)unreasonable performance assessment standards and insufficient application of results.The first is that the performance coefficient is based on the main division of administrative positions,and the incentive effect is not obvious.the second is that the performance evaluation standards do not reflect the characteristics of the post,and the performance evaluation standards of personnel in different departments and different responsibilities are the same.the third is Insufficient use of results in adjustments,wage distribution,and staff rewards and punishments,etc.(4)Lack of analysis of training needs in the early stages of employee training,and the training effect evaluation method is simple,which cannot objectively and comprehensively reflect the training effect.(5)Career planning is unscientific.The first is that the unity of personal and organizational goals is not taken into account,which leads to the deviation of the personal career planning of the young employees from the development goals of the sub-branch.Young employees cannot get enough motivation and support for career advancement in the development of sub-branches.The second is that the career planning is not coordinated and the department coordination is not high.The third is that the schemes and methods are in the form.The fourth is that the career planning system is not comprehensive,including short career management cycles,lack of systemicity and poor communication and exercise platforms.Then,according to the reasons for the loss of young employees,corresponding countermeasures were proposed,including the following four points:(1)Improve the job system design.The first is to sort out the job system,and divide the posts in the J Center Sub-branch into three categories: management posts,administrative posts,and business posts,and compile job descriptions according to the different responsibilities of different positions.The second is to optimize the allocation of human resources.use organizational deployment,competitive recruitment,job rotation and other ways to deploy the post.the third is to increase challenging assignments,the main way is to build a learning organization and individuals,work challenges,project-oriented.(2)optimize salary distribution and improve the performance assessment mechanism.The first is to optimize salary distribution and improve the performance-based salary distribution system.The second is to carry out grading and classification assessment,set different assessment standards for different levels and different types of posts,and re-determine the proportion of assessment results.the third is to set assessment standards scientifically,set assessment indicators and weights based on job analysis,and use scientific assessment methods for assessment The fourth is to strengthen the application of performance evaluation results,to enable effective communication between sub-branches and young employees through evaluation feedback,and to apply performance evaluation results to performance salary,post adjustment,etc.(3)Improving the promotion and career planning coaching system.The first is to create a grid promotion channel,so that the job sequence and the professional and technical sequences of economists,accountants,and engineers can be transferred horizontally,as well as vertically and across channels.The second is to formulate scientific promotion standards,including designing reasonable promotion standards,Establish a fair and scientific promotion mechanisms.The third is to create a comprehensive career management plan and joint training structure.The fourth is to develop career planning in stages,and to counsel young employees in stages to formulate short-term plans for 1-3 years and medium and long-term for 4-10 years.(4)Improving the staff training system,including optimizing pre-training needs analysis,improving training evaluation processes,and encouraging on-the-job learning.This paper combines the theoretical research results at home and abroad with the specific situation of J Center Sub-branch,and the four measures proposed are complementary and mutually compatible,which can not only help J Center Sub-branch to reduce the brain drain rate and solve the youth problems in employee management also provide reference for human resources reform of other grassroots central banks with similar situations.