Research On Optimization Of Financial Statistics Management In N County Branch Of PBC

Currently,the State Council has issued opinions on comprehensively promoting comprehensive statistics of the financial industry;the scope,environment,and objects of financial statistics are changing,and the level of financial statistics demands more refinement and complexity.Our country’s central bank,the People’s Bank of China,has set up a statistical department responsible for statistics,investigation,analysis,and forecasting of the financial industry.In recent years,affected by the epidemic,the downward pressure on the domestic economy has been increasing,and the role of statistical work in economic development has become more prominent.Most research objects on statistical management work are government departments such as statistical bureaus,and there are few studies on the People’s Bank of China.Now,no matter what kind of work,the "people" element plays a significant role.There have been many studies on the aging staff structure of PBC.Due to the recruitment cycle of the PBC and the impact of the epidemic on the recruitment process,the human resource allocation problem of the grassroots central bank cannot be solved by new employees joining the bank.The problem can only be solved by adjusting and optimizing the existing staff structure,so it is significant to consider how to do an excellent job of statistics from the perspective of human resource management.In this paper,from the perspective of human resources management,the author attempts to optimize the financial statistics management of grassroots central banks.Drawing on her work practice and relevant literature,the author takes the People’s Bank of China N County branch as an example and uses field research and interview methods to gain an in-depth understanding of the current financial statistics management status quo.It was found that this can mainly be reflected in four aspects.First,the lack of experienced middle-level persons in charge of the department,and some statistical work are challenging to carry out,affecting the effectiveness of the work.Secondly,the training effect is poor,and the time spent on training does not yield the desired results.Thirdly,the quality of statisticians does not match their practice,and their working attitude and ability need to be improved.Lastly,there is a lack of personnel protection for statistical work,resulting in reserve posts being wasted.The causes of the above problems can be broadly analyzed from four significant aspects: improper training arrangements,deficiencies in the distribution of performance pay,insufficient dynamic adjustment of human resources,and a loose unit management style.We must correspond with each to seek countermeasures that the People’s Bank can take for its county branches to improve within their terms of reference.First,the leadership should establish the concept of human resources management,no longer allowing the unit work ethos to become loose,and provide a suitable environment for the unit to implement the performance allocation assessment strictly.Secondly,the People’s Bank of China must emphasize training and optimize and improve the training effect from all aspects.That is,strengthen the training demand survey,pay attention to the planning before training,test the training effect with practice,improve the form of explanation and expand the training content,enrich the training form,and improve the quality of statistical staff.Third,the performance appraisal should be strictly enforced,and the leadership should actively support the establishment of its incentive culture,strictly adhering to the existing system according to the distribution of labor,to avoid "egalitarianism" harming employees’ enthusiasm.Finally,the county branch of the People’s Bank of China should make dynamic adjustments to the existing staff of the unit,implementing the rotation system,creating a good rotation environment,taking into account various factors in a comprehensive manner,and implementing a common rotation mechanism based on "two-way choice" of staff and positions.