The Training System Research In Bank Of D, Jinan Branch In The Strategic Transformation Condition

With China's accession to the WTO and further acceleration of economic globalization, international economic and financial competition have become increasingly fierce. The competition for talent will be more intense and the most focus people will be high-quality and international groups. Modern finance, being core of national economies and the global economy, has gradually broken the first frame of capital and been changing to higher knowledge. Human resource has exceeded capital resource and become primary resource of financial reform, development and reconstruction. The fierceness and complexity of financial competition require higher-qualitied financial professionals. So modern financial competition is talent competition. Only the advantage of talent competition can win the challenge of global competition.This paper's study object is Bank of D, Jinan Branch. The main content is the training system under the bank's strategic transformation. The research methods include questionnaire, interview, documentation. The research found the main problems in training system and their reasons. With the theory of training and development, combining theory with practice, I designed a new training system being fit for Bank of D, Jinan Branch. This new training system can enhance bank's market competition.. I also proposed security measures for the new training system.Studying the old training system in Bank of D, Jinan Branch, I found out several problems: absence of specialized training institutions, the lack of systematic and standard management; the lack of specific training, monotonous training, short-term benefits; the lack of training need analysis before training, single-training and unsatisfactory results; it's difficult of choosing external teachers and using internal teachers, resources need to be integrated; no training effects assessment and training performance evaluation system is not perfect; no training courses database. To solve the above problems, I proposed a 3 steps of training system building: 1. the establishment of training departments, setting up trainer team. 2. Establishing a training system fit for the bank's development objective. 3. Establishing learning organization model and proposing detailed design for every setp's implementation. In performing the training system, managers at all levels should improve their awareness of training and development. The bank should make performance appraisal to managers, decentralize managers' power, increase the training funds in order to ensure the smooth implementation of the new system.