#report# Introduction The core of a research report is to reflect and analyze objective facts realistically. The following is a research report on bank staffing compiled by Kao.com. Welcome to read it!
1. Research report on bank staffing situation
Extensive mobilization and exploration of the potential of every employee of the People's Bank of China at the grassroots level, stimulating their serious and responsible sense of responsibility, and realizing resources The ultimate goal of optimizing configuration. Achieving optimal allocation of resources is not only the key to the construction and management process of grassroots People's Banks, it is also the basis for whether grassroots People's Banks can scientifically manage bank operations.
1. Existing problems in human resource allocation in grassroots People's Banks
1. Insufficient understanding of human resource allocation
Superior leaders and management departments have a clear understanding of the optimization of human resources Lack of strong awareness of allocation, employees' personal self-awareness and self-adjustment ability will directly affect the resource investment and utilization of the work. At present, the grassroots People's Bank of China management departments do not fully understand the importance of human resource allocation, and the measures and methods for optimizing resource allocation are relatively simple and cannot achieve the purpose of optimization. The management department focuses more on self-subjective allocation and lacks scientific strategies and emergency response measures, resulting in stagnant human resource allocation and low employee motivation.
2. Unreasonable allocation of human resources structure
The quality of employees and their enthusiasm for work are the key to the development of every enterprise. Our country is currently in a period of serious shortage of high-quality talents. Most county branch employees have low overall quality, low work enthusiasm, and low work quality. There is also an irrational distribution of human resources structure in the grassroots People's Bank of China. The age of employees does not match their positions, resulting in employees being incompetent and having low work efficiency.
3. Insufficient efforts in human resource development
The optimization of human resources requires a process and should not simply be adjusted at a shallow level just for results. It is necessary to continue to practice, continue to understand deeply, and make plans to prescribe the right medicine. At present, the People's Bank of China at the grassroots level has implemented the strategies of "lifelong learning" and "all-staff training" to continuously improve the quality of employees themselves, so as to better serve the people. However, this solution has limited effect and cannot fundamentally solve the problem of human resource allocation.
2. The direction of optimal allocation of human resources of the People’s Bank of China at the grassroots level
1. Enhance the work adaptability of personnel
Work adaptability refers to the nature and characteristics of the work and the The qualifications for the job are consistent with the specialties. It is a determining factor in employee motivation. Management departments should rationally allocate manpower to achieve a high degree of matching between employee conditions and work nature, achieve job assignments based on ability, select people according to positions, and complement each other's strengths, enhance mutual recognition between employees and the organization, and promote overall effectiveness.
2. Performance growth goals
The optimal allocation of human resources should be able to promote positive changes in performance, which is also in line with the basic requirements of efficiency construction. The three major purposes of performance management are: activating the system, developing employee potential, and increasing corporate profits. To implement performance growth, you must first set work goals, and then make proactive strategies to achieve the ultimate goal step by step.
3. Actively innovate management models
Due to historical reasons, the way of personnel work is often relatively simple and closed. In the new era, we should accept new concepts and new knowledge, and establish new concepts of human resources development and services. Management should work at the grassroots level, understand the actual work situation, and develop unique and appropriate management methods through their own experience and innovation. Change unreasonable aspects of human resource management and improve the efficiency of human resource allocation.
3. Methods to optimize the allocation of human resources in the People’s Bank of China at the grassroots level
1. Strengthen macro guidance and establish a scientific concept of human resource allocation
Employees of the People’s Bank of China at the grassroots level We must fully understand the importance of human resource allocation with the leadership team and functional departments, give full play to the role of functional departments, combine the actual situation of their own work nature and employee conditions, and skillfully use the basic methods of human resource allocation to achieve optimal allocation. To achieve optimal allocation of human resources, it is also necessary to solidly complete the three preliminary tasks of human resource planning, job analysis and talent evaluation.
2. Optimize the organizational structure and rationally allocate human resources
Achieving the optimal allocation of human resources is a difficult task and requires full consideration of the relationship between work and existing employee capabilities. relationship, we must also consider issues such as the recruitment and transfer of personnel to achieve a high degree of matching between human resources and jobs. The key is to strictly follow the unified deployment and requirements of the "three determinations" work of the superior banks, further complete the reasonable allocation of manpower of the grassroots People's Bank of China, clarify the responsibilities and division of labor of internal employees, and continuously optimize the internal organizational structure.
3. Circular management and establishing a dynamic human resource allocation mechanism
When personnel and job requirements change, the personnel allocation should be adjusted in a timely manner to maintain the mobility of personnel. Achieve the effect of having the right people doing the right job. With the continuous innovation of the financial industry, the functions of the People's Bank of China are constantly being adjusted. The organizational structure and job requirements of the grassroots People's Bank of China have also changed. At the same time, the requirements for the quality and ability of personnel are also constantly improving. Therefore, we must follow the dynamics The adjustment principle enables timely redeployment of human resources under changing work conditions to achieve a new match between people and positions.
4. Enhance cultural appeal and create a good deployment atmosphere
The system cultivates habits and culture breeds dedication. Modern human resources management is a management culture based on humanism. It is necessary to actively build the organizational culture of the grassroots People's Bank of China of "creating a career together and building a family together", and strengthen employees' professional ideals, three outlooks, and Education on professional ethics and other aspects will be strengthened to create a cultural atmosphere in which everyone is harmonious, and enhance the spirit of guiding employees to self-dedicate and have the courage to challenge difficulties. Guide employees to become active workers who are loyal to and passionate about the cause of the central bank. In short, optimizing the allocation of human resources in the grassroots People's Bank of China is a difficult task. It requires a long-term and complex process. It requires bank pipeline departments to further strengthen the optimization of human resource allocation and the continuous in-depth exploration and performance encouragement mechanism in practice. Research, strive to gather more outstanding talents into the central bank's undertakings, realize the rational allocation of human resources, and give full play to the role of talents, thereby vigorously promoting the scientific and stable development of the economy and finance in the jurisdiction.
2. Research report on bank staffing situation
The growth of modern economy is increasingly dependent on the growth of knowledge content, and people as knowledge carriers have become important in value creation. Resources, therefore the management of human resources is increasingly valued by people. As the nerve endings for performing central bank functions, grassroots central banks face the rapid development of the economy and the need to improve the efficiency of central bank performance, establish a long-term mechanism for optimal allocation of human resources, and strive to create a good situation in which people can make the best use of their talents. This is the responsibility of grassroots central banks. Important tasks. However, at present, the human resources management of grassroots central banks is faced with an imbalance in the replacement of new and old personnel, an aging age structure, poor job mobility for ordinary employees, and a serious shortage of professional and comprehensive talents, which affects the improvement of performance of duties. This article analyzes the current situation of human resources management of the Baotou Central Branch of the People's Bank of China, prompting the grassroots central bank to pay attention to the development and management of human resources, optimize staffing, and comprehensively improve the efficiency of the central bank's performance.
1. Analysis of problems faced by grassroots central banks in optimizing the allocation of human resources
(1) The age structure of employees is imbalanced and cannot form a "ladder" development model.
The "step-by-step" development of human resources can balance the supply and demand of human resources and facilitate the reasonable allocation of human resources. However, the current personnel structure of grassroots central banks tends to be aging, and the age gap phenomenon is prominent.
As of the end of August 2012, Baotou City Center Branch had 282 registered employees, among which the proportions of employees under 35 years old, 36-45 years old, 46-55 years old, and over 55 years old were 11.7, 44.6, 39.1, and 4.6 respectively. , the age structure of both ends is small, which easily leads to middle-aged and middle-aged employees to become the main body of the cadre workforce. Under the requirement of younger cadres, most employees lack competitive motivation as their age increases, and their work enthusiasm is affected. The imbalance of entry and exit, the rapid aging of personnel, and the over-concentration of personnel will lead to centralized retirement and personnel gap problems, which will make it difficult to sustain the replacement of new and old employees. From 2007 to the end of August 2012, the proportion of registered people under the age of 40 dropped from 46 27. The proportion of registered people over 40 years old increased from 54 to 73. At the same time, the personnel in the issuance and security departments, which are highly professional and related to age and physical strength, are aging and have not added new employees for many years. Their ability to perform duties weakens with age, and there are also potential risks.
(2) The speed of employee ability training is not as fast as the requirements for employee abilities in the rapidly developing central bank business, and the matching between individual employees and their positions has declined.
At present, Baotou City Center Branch has fully realized the importance of education and training and has achieved some results. However, compared with the actual needs of the rapidly developing central bank business, the intensity and depth of on-the-job training are not enough. Human resources surveys show that training presents a phenomenon of “three excesses and three deficiencies”. That is to say, most of the business training is mainly to meet the needs of new business and promote professional skills, and there is less planned and systematic training of professional theoretical knowledge; the educational training carried out by comprehensive departments is mostly carried out by position and level, and is organized by age or level. Other characteristics are less classified; due to the uneven distribution of training resources, some business departments organize more trainings of various types due to the nature of their business, while other departments have few training opportunities. Moreover, after various types of training, the training department lacks follow-up supervision and effect evaluation of employees returning to their posts, and the trained employees also lack feedback on the effectiveness and quality of the training. The training results often fail to achieve the expected results, and the job requirements are not consistent with the actual employees. The ability gap is obvious, which makes it difficult to optimize the allocation of positions.
(3) The depth and breadth of job communication is not enough, and employees lack comprehensive capabilities, which affects the optimal allocation of positions.
Judging from the growth pattern of young employees, working together in the same environment for a long time will easily lead to rigidity and convergence in thinking, which is not conducive to pioneering and innovative work. Therefore, as an effective means of cultivating young employee cadres, job exchange should be given full attention. At present, grassroots central banks have not yet introduced the concept of human resources management that is based on humanistic management, tapping employees' potential, and carrying out work creatively. They often pay more attention to the practical abilities of talents and lack the qualities and conditions that personnel in each job position should possess. And analyze and cultivate employees' potential abilities, and proactively take job adjustment measures to discover and cultivate employees' potential abilities. At the same time, the management cadres of some departments also strive for personnel stability out of considerations of performance assessment and risk prevention, and are unwilling to take the initiative to adjust personnel and positions in their departments. This has resulted in employees in some positions having narrow thinking, single professional knowledge, and low work enthusiasm. The phenomenon of weak competitive consciousness and competitive ability. A questionnaire survey on employees' willingness to adjust their jobs at the Baotou City Center Branch shows that 18.99% of employees have requirements for job adjustments, especially those in some business departments. Due to repeated work in one department and one position for a long time, it is difficult to learn business. Motivation and enthusiasm for work are declining. Many young people around the age of 40 hope to try some new businesses in other departments and accept new exercises and challenges.
(4) Position configuration is not compatible with workload and control activities, affecting the efficiency of human resource allocation.
Department settings and position settings should reflect the principles of reasonable division of labor, internal control, and cost-effectiveness. At present, some departments of the grassroots central bank have excessive divisions and too many positions.
The specific manifestations are as follows: first, some departments have many positions, large number of personnel, small workload, overstaffing, and waste of human resources; second, some departments have many positions, heavy workload, and small number of personnel. Employees are busy dealing with daily affairs, and it is difficult to have more jobs. Spend more time and energy to do the work in depth and detail. For example, the scope of anti-money laundering business has evolved from the supervision of banking financial institutions before 2007 to the anti-money laundering supervision of financial institutions in the securities, insurance, and futures industries, as well as trust companies and financial companies in recent years. The number of supervised institutions has increased from 15 to 68. , an increase of 353.33, and the position configuration cannot meet its business development requirements. Third, there is a certain contradiction between the job setting requirements and workload under risk control. With the rapid development of economic and financial informatization, computers have replaced manual operations, and the workload has gradually decreased. However, the position allocation under risk control cannot be directly proportional to the workload. For example, the workload of the three business departments of the Baotou City Center Branch decreased after the TBS system was horizontally connected with commercial banks, finance, and taxation in 2010. The number of positions was reduced from 30 in 2007 to 24, and the number of positions was reduced from 18 to 18. The number of people is reduced to 16. If the number of jobs is reasonable, the actual operation can be completed by only 12 people. In July 2012, the newly launched TCBS system strengthened risk prevention and did not allow concurrent positions. The number of positions in the three branches was determined to be 18. There is a contradiction between this position setting and the current actual workload. Fourth, the central bank emphasizes the assessment of research and information work, which conflicts with the lack of "complex professional" talents at the grassroots central bank. In order to grasp the key points of assessment, some departments have tried to add research and analysis positions, and some departments have even seconded business backbones from corresponding departments of lower-level banks to strengthen their own departments. This approach not only makes job allocation more difficult for banner county branches, but also affects the efficiency of central branches in improving job allocation. (5) The phenomenon of brain drain is prominent, which has an impact on the optimal allocation of positions.
In recent years, Baotou City’s financial institutions have developed rapidly. The number of banking financial institutions increased from 11 in 2007 to 23 in 2011. This has also resulted in a demand for capable and experienced financial talents. need. Affected by the contradiction between professional ideals, interpersonal relationships, working environment, salary, etc. and reality, grassroots central banks have experienced the loss of young and middle-aged cadres. From 2007 to the end of 2011, 17 people resigned or transferred from the Baotou City Center Branch, including 3 chief and deputy section chiefs and 14 section staff, with an average age of 37 years old. Among the 15 people who resigned or were transferred, 12 were transferred to joint-stock commercial banks, and their salary income increased by 3 to 5 times compared with before. This phenomenon has had a great impact on existing employees, and their work mood has been affected to a certain extent.
(6) Employees have narrow promotion channels and reduced work enthusiasm.
Due to the "dual path" choice between administrative positions and professional and technical positions, most employees who have been promoted to administrative positions also occupy resources for professional and technical promotions, which greatly reduces the scope and extent of incentives for professional and technical promotions. weaken. In the professional and technical promotion process, the promotion from intermediate professional qualifications to senior qualifications must be recognized by the head office. The application categories are only economic series and accounting and political series with higher professional requirements. There are few types of majors and difficult identification. Professional and technical personnel without administrative expertise and administrative personnel with administrative positions but difficulty in further promotion must pass through this "single-plank bridge" at the same time if they want to develop. As a result, many employees quit in spite of the difficulties and their work enthusiasm decreases. Still taking the Baotou City Center Branch as an example, as of the end of 2012, it had 18 people with senior professional titles, accounting for 6.4 of the bank's employees, and 179 people with intermediate professional titles, accounting for 63.5 of the bank's employees. From 2007 to June 2012, Only 4 people have obtained senior technical titles.
2. Suggestions and ideas for optimizing the allocation of human resources of grassroots central banks
(1) Establish modern human resources management concepts and strive to put them into practice.
First, speed up the implementation of job classification management. Through in-depth and detailed investigation and research, existing duties and positions will be classified and merged, and various positions will be reasonably determined according to the needs of duty performance and job classification. The second is to analyze each position, clarify the name, work content, job responsibilities, work standards, employment conditions, etc. of each position, and standardize employment behavior.
(5) Improve salary distribution and performance appraisal management methods, and establish a scientific and effective talent incentive mechanism.
First, reform the salary distribution system, conduct hierarchical management of positions and positions, and fully consider work responsibilities, workload, and internal control responsibilities in accordance with the principles of equality of responsibilities and rights, distribution according to work, and openness, fairness, and impartiality. , technical content and other factors, determine the position and position coefficient, and distribute the salary according to the coefficient. The second is to improve performance appraisal management methods, explore scientific quantifiable appraisal systems and evaluation methods, and closely integrate rewards and punishments with performance appraisal to truly achieve an appraisal mechanism with equal emphasis on rewards and punishments; the third is to gradually increase the proportion of job wages and performance wages in the total salary. to reasonably widen the gap in income distribution. Implement a system of distribution based on job responsibilities, work performance and contribution, and gradually establish a wage distribution mechanism that is linked to work efficiency, fixed pay based on position, and paid based on performance, truly embodying that those who are capable work more, work more, get more, and get more pay for more posts. The principle of distribution according to work is adopted to attract, stabilize and motivate talents.
(6) Implement the "dual-path" talent development model and smooth the channels for talent promotion.
Based on the particularity of the responsibilities of the People's Bank of China and the duality of human resources training objectives, the dual model of administrative position promotion and professional and technical position promotion based on the civil servant model should be adhered to. That is, after a certain period of dual training in administrative positions and professional and technical position sequences, employees are guided to make career development choices in a timely manner: employees with leadership and organizational talents are encouraged to develop in administrative work, and employees who show strong creativity in business are encouraged to Through a combination of voluntary selection of cadres and organizational guidance, employees with strong and research abilities are encouraged to choose professional and technical positions for promotion, and key training is provided in business training, work projects, etc., so as to achieve parallel promotion of administrative positions and professional and technical positions. develop. At the same time, the scope of professional and technical titles should also be broadened. On the basis of economics, accounting and political work, professional and technical titles in statistics and auditing should be added, and training should be carried out according to a certain proportion. On the one hand, to achieve focused and balanced development of each major, On the other hand, it enhances the incentive effect of promotion to professional and technical positions.
3. Research report on bank staffing situation
1. The purpose and significance of the project research
In order to better enable our accounting students to understand the future employment prospects In order to understand the talent demand for accounting positions in small businesses, this research team launched a research project on the allocation of financial personnel in small businesses. Through research and visits, we have a more practical understanding of small business accounting positions and talent needs, which provides ideas for future employment, points out future learning goals and directions, arranges learning in a planned way, and has a clear understanding of one's own career. Career planning.
2. On-site survey
This research team first designed a questionnaire based on the information collected online. The contents of the questionnaire include: financial personnel allocation and personnel needs of small businesses. Then, we visited more than 30 small businesses in Xiasha and conducted on-site questionnaire surveys and interviews.
3. Statistical analysis
Based on the information obtained from the interviews, we organized and analyzed the data on the staffing situation and talent demand of small businesses, and summarized the financial situation of small businesses. Staffing and needs.
(1) Number of personnel
As can be seen from the table above, most small businesses employ 2 accounting personnel, accounting for 57 of the surveyed respondents; 29 of the small businesses employed Accounting agency; only 14 companies have 3 or more accountants. It can be seen that the current number of accounting personnel in small businesses is generally low.
(2) Educational qualifications
As can be seen from the above table, the academic qualifications of small business financial personnel are generally not very high. Accountants with a college degree or above accounted for only 44% of the respondents.
(3) Professional titles
As can be seen from the above table, professional titles are generally not high. The proportion of those with only professional qualifications is 68. Only 11 have intermediate professional titles or above.
(4) Talent demand
As can be seen from the table above, 55% of the small businesses surveyed still need to recruit 1-2 accounting personnel.
It can be seen that there is still a certain market space for small businesses’ demand for accountants.
IV. Conclusion
(1) The allocation of financial personnel in small businesses is generally not perfect
Many small businesses have unclear division of labor and unclear levels of accounting institutions. , some companies do not even set up accounting institutions. Some small businesses only have part-time accountants, and the academic qualifications and professional titles of the accountants are not high. Many of them have a college degree or below and have junior professional titles. Among the companies surveyed, many do not have full-time accountants. It is often seen that an accountant is also responsible for warehouse storage or cashiering and other tasks. These are conflicting positions. Working concurrently for one person is not conducive to internal control and internal supervision, and is also contrary to the requirements of the accounting law.
(2) Some small businesses hire accounting agencies to do their accounting.
Among the companies we surveyed, about 30% of the small businesses hired accounting agencies to do their accounting. There are 1 accounting firm, 3 tax accounting firms, and 9 accounting and financial consulting (service) companies.
Accounting agency is helpful to control the cost and expenditure of small businesses. It is helpful for small businesses to improve the quality of accounting information. However, the current management of the agency accounting industry is relatively chaotic, the supervision of agency accounting agencies is not in place, and the rights and obligations between agency accounting agencies and small businesses are not clear. In addition, there are currently a large number of accounting practitioners. Some are individual part-time accountants, and some are institutions that have not obtained a business license or agency accounting license. They do not have formal business premises, and it is difficult for relevant government departments to impose restrictions on them. supervision. Once something goes wrong, it will be difficult for small businesses to effectively protect their own interests and rights.
(3) Accounting and supervision are not standardized
The accounting supervision mechanism is imperfect. Most small businesses do not have internal audit institutions or internal auditors, and their internal control systems are generally imperfect. Many small and medium-sized enterprises still adopt family-style management, with nepotism in the appointment of accounting personnel and ineffective internal control systems, resulting in unclear internal division of responsibilities, unclear responsibilities, and lack of mutual restraints and checks and balances.
(4) Lack of effective computerized accounting operations
Many small businesses still use manual accounting and do not use financial software to do accounting. Manual accounting is time-consuming, labor-intensive, and error-prone. Accounting computerization has higher requirements for accountants. Due to insufficient strength and insufficient space for work development, small businesses often cannot attract high-quality accounting talents. Although some small and medium-sized enterprises will provide training for accounting personnel, the effect is not ideal, and when accounting personnel obtain accounting computerization employment certificates There will be no training, so that the quality of these accounting personnel cannot be improved.
5. Countermeasures and suggestions for small businesses
(1) Small businesses should further strengthen the allocation of financial personnel and internal control
Small businesses should pay attention to financial personnel configuration, and recruit experienced financial personnel to improve its own accounting and supervision system. In the process of formulating the internal control system, accounting control is the core and the overall multi-objective and multi-level internal control framework is gradually improved. In the actual operation process of the enterprise, a step-by-step strategy can be adopted. Small businesses should clarify job responsibilities, improve internal containment systems, ensure sound property management systems, true accounting information, and gradually establish an effective internal control framework.
(2) Suggestions for small businesses in agency accounting
For small businesses that hire agency accounting companies, they should sign a good contract to ensure their legitimate rights and interests. In addition, experienced personnel should be hired within the company to serve as cashiers.
(3) Enterprises with manual accounting will gradually transition to computerization
Small businesses should strive to transition to computerization of accounting, gradually cancel manual accounting methods, and replace them with financial software , and gradually realize computerization of accounting services such as salary management, material procurement management, and sales management.
VI. Suggestions for students
(1) Learn professional knowledge and skills
With the implementation of national policies to encourage entrepreneurship, the number of small businesses has increased in recent years. are increasing.
Correspondingly, the demand for accountants in small businesses will gradually increase, and the employment prospects of small businesses are relatively broad. However, small companies will not lower their requirements for the overall quality of their personnel. Since small businesses often have "one person with multiple posts", the quality requirements for accountants are no lower than those of large companies. Therefore, if you want to truly find employment in a small business, you must acquire solid professional knowledge.
(2) Have a good attitude when looking for a job
At present, many students still aim at large companies when looking for jobs. But in fact, many small businesses provide a good platform for practical training for recent graduates. It is recommended that students correct their mentality when looking for a job, take many small businesses as their goals, and train and grow with these small businesses.