Study On Human Resource Allocation Strategy Of In Shenzhen Branch Of JS Bank

Because the bank is a high risk industry, its properties in capital and technology-intensive making the quality and value of human capital become an important way to suppress the risk of commercial banks, also forcing the essence of competition among commercial banks performance the ompetition for high-quality human resources. For managers, the rational allocation of human resources is an important part of competitive advantage building, even with the same company, also may be due to differences in human resource allocation and produce different results, so for managers, only attract human resources through various channels is not enough, how to make good use of their own resources owned is the core issue of human resources management and development.The article first pointed out the background and significance, analyzed the results of theoretical studies scholars at home and abroad, cleared the ideas and methods in artical; secondly, told the human resource allocation methods, mechanisms and impact factors in commercial bank through analyzing the meaning, models and factor analysis of human resources, introduced the people post match, human tissue matching and quality mold involved in tisses; thirdly, the article describes human resource management system in the JS Bank Shenzhen branch, analyzed the total human resources, structure, distribution and other factors in the bank, compared the data of HR configuration data with other commercial banks; Fourthly pointed out the problem of human resource allocation in JS Bank Shenzhen branch, specifically performance in the total personnel, structure not meeting with business development needs, personnel distribution does not match the actual job requirements, staff quality does not match market competition requirements and the rising cost of human resources, the main cause of the problems including not clear human resources strategic planning, not targeted recruitment, not strong talent training, not perfect of talent training mechanism and difficult surplus staffing; the fifth part designed the configuration optimization program, including the implementation of specific strategic human resource management, organizational restructuring and optimization, pay attention to the introduction and training of human resources, improving the system and mechanism of human resources as well as good placement of surplus staff.The author hopes that through this research can focus on JS Bank manager of human resources work, prompting the bank to increase its human resources management reform, support for the optimization of human resource allocation, enhance the effectiveness of its human resources and business level, ultimately enhance its competitiveness in the financial services industry in the same region.