| In the era of information technology,disruptive changes have taken place in all industies,so does the financial industry.State-owned commercial banks play an important role in the domestic and global financial industry.On the one hand,they are at the forefront of financial technology innovation,biometrics,face payment,unmanned banks,blockchain,big data,cloud computing,etc..On the other hand,the personnel scale of state-owned commercial banks is bloated,the personnel quality is uneven,and the labor-intensive human resource allocation can no longer macthing the strategic transformation.A large number of counter operators will lose their jobs,while facing a shortage of the staff with the scientific background,and the human resource allocation of state-owned commercial banks is bound to face structural disorder.This paper takes the research object of a state-owned commercial bank Shijiazhuang branch,based on the difficulties and pain points of the transformation and development of state-owned commercial banks.It starts from the research of strategic human resource management theory,human resource allocation and talent equivalent research,and draws on the expertise of other professionals on human resource allocation.The research,through the complementation and improvement of the human resources characteristics of state-owned commercial banks,combined with the actual situation of state-owned commercial banks,proposed human resource equivalents,and through expert interviews,determined the key indicators of human resources equivalents,the weights of various indicators,and Commercial banks are measured in terms of human resource equivalents in different years and in different sectors.The human resources allocation is analyzed by reference to the profit output levels of each year and each department.Combined with the strategic decision-making needs of the S branch,it puts forward specific suggestions under the requirements of the aging of employees and the new format of Internet finance.According to the analysis of the current situation of human resources allocation in the bank,a set of human resource allocation schemes that are easy to organize and implement were formed,and the practice exploration was carried out within the S branch,which played a certain positive role in the allocation of human resources of S branch.Through the research and practical exploration of the human resources allocation of the S branch,this paper puts forward relevant suggestions based on the actual situation of the S branch.The first is to optimize the allocation of human resources.Consider the personnel management in the next three to five years,make forward-looking arrangements in terms of resource allocation and policy formulation,and actively construct a human resource management mechanism that matches the development strategy of the whole bank,and achieve a smooth transition and orderly connection of personnel.The second is to strengthen the construction of young employees.Attach importance to the construction of young employees,provide a broad space and a good platform for young employees to grow up,stimulate young employees vitality and innovation,encourage young employees to continuously create value and play a full role in the transformation of the whole bank.The third is to establish an internal talent market.Focusing on the business development strategy,according to the characteristics of personnel,we plan to organize the bank headquarters,the employees of each subbranch,the internal of the sub-branch,set up the internal talent market,and lead the organization of cross-departmental and cross-sub-branch exchanges of talents.Work,job-related training,open recruitment,etc.,to solve the problem of low efficiency of human resource allocation.In the research of this paper,the construction of human resource allocation evaluation model based on human resource equivalent is still insufficient,and there is no further practice verification.Therefore,there is still room for improvement in this paper.At the same time,through the study of theoretical knowledge such as references and research results,the author also has a new understanding of human resource allocation research,and will continue to study in depth in the future,apply and explore in practical work. |
