Research On The Competency Of Middle And Senior Managers In State-owned Banks In Third-tier Cities

As the financial industry transformation and upgrading,enterprise original leadership model has been difficult to support the new strategy development requirement,lead to enterprise for managers ability appear lag phenomenon.Enterprise competition is the talent competition,how to attract talents for enterprise,effective use and retain the core key talent of the enterprise,which has an energetic and efficient staff,is the basic requirement of human resource management and the main task.To achieve this goal must be "people post match",then the inevitable requirement and the personnel quality analysis.Talent assessment and the talent to be an effective tool of human resource management,inventory is a word which emerged in recent years,but the idea has since ancient times,such as qin dynasty military system,the han dynasty period addressing system,appraisal system and the continuation of wei-jin period of the imperial examination system in one thousand.With the rising of the value of talent,in the modern enterprise human resources work by personnel management step by step to upgrade for the talent management.So-called talent management,means into the organization of every employee is a talent,or potential talents,and the ability of each employee,requirements,development path is different,so you need to sense evaluation,inventory,in order to make it play a greater value.In a comprehensive review of the literature and questionnaire,on the basis of focus on a state-owned commercial bank in domestic city branch as the research object,on management competency model building,talent review and the development of personnel evaluation technology were summarized.Then introduces the background of A bank and talent assessment system architecture,summarizes the commercial Banks at present the strengths and weaknesses of the candidates when evaluation technology of choose and employ persons.Through literature research,behavioral event interview method,questionnaire investigation concluded that the commercial bank management at the grass-roots level competency model,11 competencies: plan,analysis,judgment,learning,innovation,market development,professional responsibility,advance execution,active enterprising,internal control management,service support,communication andcoordination,team management.Based on the competency model concluded,the grass-roots management staff of A bank and the reserve talent pool members talent assessment,and the measurement results apply to the recruitment selection,assessment of job analysis,training,development and position.Research conclusion of this paper can be represented by A bank,the selection and training of the state-owned commercial Banks at the grass-roots level managers and provide a beneficial reference to a specific post competency research.Talent inventory starting point is not the destination,the inventory of talent is not just a bunch of with the result of the data table,but must be translated into specific operational innovation action plan.