| With the constantly changing domestic and overseas landscape,China is confronting three major challenges which pose great threats to its banking industry:the narrowing net interest margin(NIM),the slowing growth in the assets,and the escalation of financial disintermediation,resulting in the weaker profitability of the bank,severe talent drain as well as the increasingly escalating competitions among talents within the industry and other ones.With the three challenges as the background,whether the changes can be properly confronted,innovations can be made and transformations can be conducted within the banks are pivotal keys to success.As the newly-born drivers of enterprise development and an indispensable part of the bank’s elites,young employees,especially those with aptitudes,play a significant role in the bank’s strategic transformation and development.As a joint-stock commercial bank at the national level,MS Bank has achieved remarkable achievements since its establishment thanks to its flexible market-oriented system and mechanism.However,the escalation of the inter-bank competitions has resulted in a sluggish development rate,which triggers many issues,including unreasonable personnel structure,a decreasing proportion of young employees,intensified pressure of the brain drain,lagging in the cultivation and training of young talents,as well as a lack of talents in pivotal jobs,hindering the transformation and development of the bank.This paper takes MS Bank Suzhou Branch as a case and the young employees as the subjects,conducting in-depth research on the implementation of job rotation,which may affect the growth and development of young employees.To start with,the paper adopts the literature research method to illustrate relevant theories relative to talent development,career development,job design,and job rotation.Secondly,the paper uses questionnaires to understand the implementation status of job rotation.The results find that the coverage of job rotation of young employees is still insufficient,the willingness to be engaged in job rotation is not determined,the internal selection mechanism of job rotation remains to be refined,the performance incentive of job rotation personnel is not implemented,and the career development channels of job rotation are not clearly displayed.After conducting an in-depth analysis,it can be found that the main causes are the lack of a job rotation system and mechanism,the lack of rational and systematic planning for the career development of young employees,the limitations of marketing modes and assessment mechanisms,and the lack of corporate culture support for job rotation management.In addition,the paper adopts the comparative analysis method to learn from the successful experiences of companies that are advanced in terms of job rotation.Then,specific approaches are proposed to refine the implementation of job rotation in MS Bank,including enlarging the coverage of job rotation,enhancing the willingness of job rotation,refining the internal selection mechanism of job rotation,optimizing the performance incentive in job rotation,as well as shedding light on the career development channels of job rotation.In order to ensure that the optimized scheme of job rotation can be carried out,safeguard mechanisms are established in terms of organization,system and cultureThe results of this paper can facilitate the supply chain development of employees for MS Bank.Meanwhile,it can also be a reference for the cultivation and development of talents in the banking industry or other industries. |
