Research On Second-line Employee Staffing Problems In Baoshang Bank

In the context of China’s market economic system continues to mature, the manifestation of competition between enterprises has changed from products competition to the mid-market competition, then to now fierce human resources competition. The view that the human resources are the most important resources has been widely recognized. How can we configured employees reasonably is a hard and focus question which determine the point whether we can maximize the benefits of the enterprise.Baoshang Bank founded in1998, which was formerly known as Baotou City Commercial Bank, is the first join-stock commercial bank founded by the Inner Mongolia Autonomous Region. According to the2011-2013strategic development plan developed by the Baoshang Bank, the Bank is to fight a major strategic objective of which doubled the scale of operation overall within three years. The goal is that it needs scientific and efficient human resource management, and which fundamental guarantee is a reasonable second-line employees staffing. Recently the problems of Baoshang Bank includes contradiction between staff total and personnel needs of business development, contradiction between personnel structure and business developing level, contradiction between the distribution of persons and actual job requirements.Compare with other banks in the Inner Mongolia Autonomous Region, the relative total staff is the least. So that the per capita is the best but the overall data indicators can’t be very good, because it is limited by asset size. At the same time, due to the increasing competition, many banks have introduced much new variety of businesses in order to gain a competitive advantage, which has greatly increased the actual workload of the second-tier positions large partly. In this context, the second-line employees of the Baoshang Bank hold up the increasing working pressure, which has challenged the employees’stability and job satisfaction.This paper first introduces the background and significance of the topics, the research status at home and abroad, and the research methods. This paper also elaborates the theoretical study of human resources allocation, and then introduces the staffing of the second-line employees of the Baoshang Bank compared with other banks. We obtain the problems exit in the Baoshang Bank through a wide range of comparison and investigation. Finally, we suggest the relative optimal allocation of human resources programs from the talent selection mechanism improving, the management system improving, strengthen staff training and back-up personnel training, the cost allocation optimizing, the second-line staff organizational structure and business forms adjusting.