Study On Human Resources Management Localization Strategy Of Foreign Banks

With the trend of financial globalization, opening of China’s financial market, and deregulation of foreign exchange controlling, foreign banks in China have made great progress. In the competition of size, product, quality and so on, human resources are the most important to all the banks, and excellent financial talents are especially scarce. As knowledge-intensive services industry, banks must’Take Human as the essentials’, pay attention to select people of talent, and carry our professional training. How to attract and retain talent, enhance the bank’s soft strength, become the main challenges facing the banks.To adapt China’s local business environment, foreign banks carry out the human resources localization strategy in varying degrees. They recruit the local people not only to the general positions, but also to the senior management and key positions. Usually these talents have international view, are familiar with local financial market, have rich management experience and professional knowledge, and are able to control the risks.In this thesis a Hong Kong Bank (hereinafter referred to as S) is discussed and studied as an example about the foreign bank’s human resources management localization strategy. The author analyses differences of human resources management between Chinese banks and foreign banks, foreign banks’human resources management localization strategy and local policies. Combing the local policies (such as the newly revised law on individual income tax) and bank’s human resources management localization strategy, the author put forward several feasible proposals of S bank accordingly.