A Research On Situation, Motivation And Solutionsof Brain Drain Of Bank Of China

With the deepening of China's reform and opening-up, there is a pattern formed gradually that financial market is in a comprehensive liberalization. Banks with different kinds of ownerships are launched into the market, and the localization strategy of its human resources will inevitably intensify the battle for financial talent. Operating the financial market for many years and owning a large number of mature personnel, state-owned commercial banks are the targets of other kinds of banks to fight with talents. T Branch of Bank of China has suffered from an obvious brain drain in recent years, so a research on the reasons of employee turnover and to find the appropriate solution is very important to make T Branch maintain and develop the core competitiveness. Under this background, it is of great practical significance to analyse the situation of brain drain in T Branch.In this paper, the author illustrates the related theory of human resources management, summarizes the characteristics of brain drain in T Branch through the analysis of data in staff structure and employee turnover in recent years, on the basis of adopting Western brain drain theory, combined with the questionnaire, and then concludes the main reasons for brain drain. According to the practice of human resources management in recent years in T Branch, the paper thus puts forward into the idea that preventing brain drain should adhere to "People-first values", and the key is to devote efforts to the construction of ideology, system and team-building. By strengthening the incentive, staff training, reasonably upgrading employee treatment, as well as creating a harmonious atmosphere, T Branch will grow up with Employee together.The innovation of this paper is combining mature brain drain mode in western countries with specific cultural background of Bank of China, analyzing the reason of brain drain in empirical research, and putting forward to the direction and measures of reform for the period ahead in accordance with the experience of human resources practice in Bank of China.