Research On The Construction And Application Of The Competency Model Of The Head Of QS Bank

The acceleration of the process of economic globalization and the continuous reform of China’s financial system have filled the development path of China’s commercial banks with various challenges.However,in recent years,the decline of the economic situation,the impact of the COVID-19,and the rise of online finance have undoubtedly increased the pressure on the development of commercial banks.In order to survive and sustain development in a complex environment,commercial banks must attach importance to the development and growth of their operating banks,which are the main carriers of their operations.As the most fundamental window department of commercial banks,operating banks occupy an important position in commercial banks,and the development of operating banks directly affects the rise and fall of commercial banks to a large extent.The development of a business bank is closely related to its president’s own ability,quality,and management level.As a local commercial bank,compared with other state-owned financial institutions,QS Bank has problems such as small size,limited customer base,low public recognition,and low development quality and efficiency.To solve these problems,it must rely on a "first battlefield" operating bank and a team of highly professional and comprehensive operating bank presidents to lay a solid foundation for development and achieve stable operation.However,at present,there are generally problems with the selection mechanism being unreasonable,performance management not in place,employee training not being proactive,and talent evaluation not being comprehensive in the management team of QS Bank.The abilities and qualities possessed by the management team cannot meet the needs of the growth and development of the management team.Therefore,it is necessary to construct a competency model for the management team of QS Bank to enhance it.This article combines the job responsibilities and practical work of the President of QS Bank’s operating bank,and through interviews with personnel who have a direct subordinate relationship with the President,summarizes the difficulties faced by the President of the operating bank in their work and their own problems:firstly,the lack of strong policy support;Secondly,there is a lack of unified standards for talent selection;Thirdly,performance management often focuses on heroes based on performance,which has limitations;The fourth is that the emphasis on training is not high and the pertinence is not strong;The fifth is the lack of a comprehensive and effective evaluation system.The main reason for the problem lies in QS Bank’s insufficient understanding of the importance of building a team of operating bank presidents,and a lack of long-term planning and active implementation for improving the internal abilities and qualities of operating bank presidents.To address the above issues,this article uses literature research and behavioral event interviews to extract the competency factors of QS Bank’s operating bank managers;Select personnel directly related to the operating bank president from three dimensions and invite them to participate in a questionnaire survey to jointly verify the accuracy of competency factors.Through the Delphi method method,the Bank organized an in-house expert group to repeatedly verify the competency factors,and finally built a competency model for the president of QS Bank’s operating bank,and defined and graded 16 competency factors from three dimensions:professional competency,general competency,and core competency.After the establishment of this model,it is applied in the four fields of talent selection,performance management,employee training,and talent evaluation of operating bank presidents,which helps to establish unified standards for the selection of QS bank operating bank presidents and better achieve job matching;Helping to further improve the performance management model and enhance the effectiveness of performance management;It helps to develop more practical and effective training content and methods,and also enables the operating bank president to have a clearer understanding of their own abilities,so as to carry out targeted training and self-improvement,and make the next step of human resource planning.The research and application of the competency model for QS Bank’s operating bank managers in this article can not only promote the improvement of their personal abilities and management level,but also contribute to the improvement of QS Bank’s human resource management level.