Research On The Optimization Of Incentive Mechanism For Post-90s Employees In S Branch Of Bank

At present,the world is undergoing profound changes unseen in a century.The impact of COVID-19 on the overall environment will continue,and the international landscape is also facing profound adjustment.The instability,uncertainty,incoordination,and asynchronism of economic development will increase,and the financial market will be becoming more complex and volatile.The 14 th Five-Year Plan points out that we should accelerate the construction of a new development pattern with domestic cycles as the main body and domestic and international cycles promoting each other.This is an important strategic opportunity for China’s development.The potential of the domestic market will be further released,and the banking industry will gradually move towards high-quality development.Young talents are the mainstay of promoting the innovation and reform of financial institutions.However,from the current actual situation,young employees in banks often gradually lose their interest and passion in work due to heavy work tasks,narrow promotion channels and lower salary level,etc.As a result,the continuous decline in performance level,employee turnover rate increases year by year,and state-owned commercial banks gradually become "training bases".Therefore,in the face of the economy into the new normal,increasingly fierce competition,network financial booming opportunities and challenges,state-owned commercial Banks how to optimize the incentive mechanism,stimulate the execution power of young employees,combat effectiveness,creativity,build a explorations mission,dare to innovation,forge ahead,stable and efficient high-quality talents,become the top priority of human resource management.This thesis mainly from the working status of state-owned bank S branch,using the questionnaire,data analysis,interview research tools,the bank’s "90" after the existing incentive incentive situation and incentive effect,and the S branch "90" staff existing incentive mechanism and the rationality of the existing problems are analyzed,and on this basis put forward targeted optimization Suggestions and safeguard measures.The ultimate goal is to explore how to further optimize the incentive mode of the post-90 s group with the S sub-branch of Bank A,provide A sustainable optimization plan for the incentive and management of the post-90 s employees of the bank,and provide A certain degree of reference for similar financial institutions.