A Banking Reform Through The Flat Optimal Allocation Of Human Resources

Modern market economy, competition is mainly human resources, competition, only those with high-quality personnel, it has the strength to compete in the market, competition will win the final victory, this is no exception for commercial banks, therefore, focus on human resources the operation and management to optimize human resource allocation, human resources play a maximum efficiency, thereby rapidly enhancing the competitiveness of business organizations, in the future market competition invincible, to become commercial banks, the inevitable demand for survival and development.At present, the Chinese state-owned commercial banks is at an important turning point, with the WTO commitments to be honored in 2006, opening of RMB business, domestic commercial banks in the increasingly fierce competition with foreign banks, domestic joint-stock banks and some local financial institutions, in management and internal institutional flexibility than the state-owned commercial banks, agile. Especially in the talent competition, foreign banks, domestic joint-stock banks and some local financial institutions to human resources, incentives and performance management is far better than state-owned commercial banks, has formed a state-owned commercial banks to the stock from banks, foreign banks, local financial institutions and even the "switch to the wind", the state-owned commercial banks, foreign banks have become joint-stock banks and other financial institutions free training base. For a long time, China's four state-owned commercial banks organizational structure is based on the layout of administrative, organizational chain typically includes five levels, namely the head office-provinces (autonomous regions) Branch-2 (prefecture-level city) Branch-counties (cities) branches-two branches. This traditional pyramid structure, as the management levels and the massive, redundant too many resources exist in various human ills, how to flatten the organizational structure reform of state-owned commercial banks to improve the situation of human resources, optimize the human the allocation of resources is the focus of this paper.This paper describes the period described in the new economy, human resources important role in the company to join the WTO and China's commercial banks face the opportunities and challenges of the traditional organizational structure in our country, the commercial banks the drawbacks of human resource allocation and factor. Made only for the Flat reset, streamlining and scientific posts and setting a quota, a reasonable staffing in order to solve the redundancy of human resources and lack of staff issues and improve the state-owned commercial banks core competitiveness and operating efficiency. The second chapter outlines the commercial bank of human resource allocation theory and the concept of organizational structure and characteristics that the organizational structure of the human impact and resource allocation can be optimized through organizational structure changes the theoretical basis of human resources. The third chapter that the current human resource allocation of domestic commercial banks current situation and existing drawbacks, made on this basis the implementation of flattening of the organization of state-owned bank reform, the need to optimize human resources. Come:in the computer, information technology and our highly developed commercial banks during the important transition period, the implementation of flat organization and management model can help the state-owned commercial bank personnel to increase efficiency, optimize human resources, enhancing human, financial, and material use efficiency and will help the competitiveness of state-owned commercial banks and the comprehensive improvement of operating efficiency. Then, the paper in the fourth chapter, A state-owned commercial banks, two branches of the specific case, described the organization from the flat line before the reform of the basic information and manpower allocation, analysis of the human resource allocation problems, the design of the A banks through the flat allocation of human resources reform and optimize the specific program:the spirit of "customer-centric, market-oriented, establishment of efficient and flexible operation mechanism of modern commercial banks targeted, integrated organizational structure, optimize the allocation of human resources" in principle, the implementation of A second branch of the state-owned commercial banks within the Department's organization and management to reset the re-configured as entry point, gradually A bank's organizational structure, job design, staffing has been redesigned to adjust the personnel structure will be adjusted to first-line second-line redundancy, to address the shortage of frontline staff officers structural contradictions, ultimately, through flat to optimize human resources reform and improve the competitiveness of the banking market and operating effectiveness. The fifth chapter on the reform achievements of the prospect, and the next step of reform ideas and goals are described.State-owned commercial banks reform of organization structure and optimize the allocation of human resources to combine the study is one of the biggest innovations this article. In addition, the thesis A second branch of state-owned commercial banks, the specific case, designed by Flat A bank of human resources reform and optimize the specific program, through all aspects of program design and analysis, show flat state-owned commercial banks reform of human resources to the positive impact of this argument through the flat allocation of human resources reform and optimize the effectiveness and feasibility, which is more innovative.