Study On Optimization Strategies For Person-post Matching Of Bank J Under The Background Of Smart Bank Transformation

Intelligent transformation of commercial banks has been an irresistible trend.Thanks to comprehensive transformation of wisdom banks,service efficiency of banks can be improved to provide better service experience and a higher level of service for customers.In the process of intelligent bank transformation,intelligent changes of functions and duties has resulted in a series of problems,including the shortage of the seemingly redundant human resources,ambiguity of rights and responsibilities in the seemingly reasonable post design,inadequacy of work efficacy,etc.Thereby,how to adjust personnel posts and optimize personnel allocation to realize the person-post fit is an issue of great concern for promotion of the wisdom bank transformation and consolidation of wisdom bank transformation achievements.In this paper,the state-owned commercial bank,J,(hereinafter abbreviated as“Bank J”)is adopted as the main research object of the issue of human resource allocation in intelligent bank transformation.The person-post fit theory is combined to deeply examine the post adjustments,personnel adjustment and person-post fit dynamic adjustments involved in the process of wisdom bank transformation.On that basis,suggestions for allocation optimization are made.Meanwhile,the human resource allocation status of Bank J is compared with the post allocation and personnel demand after transformation.Field survey reveal problems,including unreasonable allocation ratio of posts,lack of a flexible post allocation,inadequacy of personnel incentives,failure of personnel qualities to reach standards,superficial assessment standards,lack of clarify for personnel positioning,lack of adequate learning channels for personnel,existing in Bank J’s wisdom bank transformation.Through person-post fit analysis,the following suggestions are proposed for Bank J’s post adjustments.First,the posts should be allocated in accordance with the customer flow and service tendency of different branches.Second,transformation can be oriented towards customers based on their service needs.Third,personnel’s customer service management abilities can be improved.Fourth,the department personnel structure should be optimized.Fifth,management expertise should be promoted on an overall basis.Meanwhile,suggestions are also made for allocation of personnel adjustments,including creating talents of the new generation,compound talents and talents with high qualities,allocating personnel in accordance with different characteristics of branches and departments,and proposing countermeasures for implementation of person-post fit...