In the market competition, talent is the first element of enterprise's core competitiveness. Domestic commercial banks or joint-stock commercial banks that have been listed have huge personnel. How to revitalize the existing talent pool, improve the quantity and quality of talents as soon as possible and improve the talent structure is an urgent need for domestic banks to establish a winning position in the competition. The urgent task is to establish and improve the training system of bank employees and strengthen the training of banking practitioners in China.
First, the gap analysis of domestic and foreign commercial banks
It is of overall significance for us to formulate a competitive strategy, maintain the healthy development of the financial industry and deepen the reform of the financial system to objectively evaluate and analyze the competitive status of China's banking industry and guide China's banking industry to seize the opportunity, realize a smooth transition and strive for a favorable position in international financial competition.
The evaluation index system of commercial banks' competitiveness is divided into two levels: realistic competitiveness index (including market size, capital adequacy ratio, asset quality and safety, asset profitability, asset liquidity management ability and international business ability); Potential competitiveness indicators (including human resources, scientific and technological capabilities, financial innovation capabilities, service competitiveness, corporate governance and internal control mechanisms). Realistic competitiveness refers to the viability of banks under current conditions. Potential competitiveness represents the process of realizing this realistic competitiveness.
We analyze the gap between domestic and foreign commercial banks from the following key indicators.
(A) Comparison of profitability
Under the management mode of "separate operation", the homogenization of domestic banking operation leads to low-level competition at the same level in the industry. At present, the profitability of domestic banks mainly depends on the efficiency of asset expansion and asset profitability, that is, the deposit-loan spread income, which accounts for more than 90% of the total profitability; However, the profitability of intermediary business is the weak link of domestic commercial banks, which has not got rid of the situation of few types, low income ratio and poor profitability, and the overall profitability is below 10%.
In the last decade of the 20th century, the credit business of American banks shrank day by day. To this end, ZF and the Federal Reserve have successively issued a series of policies to promote commercial banks to achieve business diversification. For example, commercial banks, especially large banks with human, financial and material advantages, are encouraged to "change production" in an all-round way and develop subsidiary businesses mainly based on financial derivatives. It is these policies that have been introduced one after another that have brought huge profits to the American banking industry. From the second half of 1990s to the beginning of this century, the non-interest income of American commercial banks achieved double-digit growth. The proportion of non-interest income in the total operating income of banks increased from 20.3% in 1980 and 35% in 1993 to 4 1.9% in 2002. By 2003, American commercial banks had achieved a record net profit of $654.38+020.578 billion, an increase of 654.38+04.2% over the previous year, and non-interest income accounted for nearly 50% of the total bank income of that year. It should be emphasized that the profits of big banks from affiliated businesses actually far exceed 50% of total revenue! Since the mid-1990s, the profits generated by financial derivatives exchanges have become the main source of profits for about 65,438+000 largest commercial banks in the world.
As the business development direction of banks in the future, the profitability of intermediary business represents the ability of banks to create high value-added financial products, and its income level will better reflect the management level and competitive strength of banks. Although the main reason for the weak profitability of intermediary business in domestic commercial banks is policy factors, in the final analysis, it is the lack of talents who are familiar with intermediary business.
(B) Comparison of the ability of banks to provide private services to mid-to high-end customers.
In recent years, Bank of America has provided private financial services to "high-end customers" above the middle class by using some services it provided to corporate customers in the past. To provide financial services for these "high-end customers", in addition to the banks themselves or external investment experts, there may be tax experts or notaries of impartial institutions. Their common task is to tailor some business plans and investment plans for each customer, and treat them as small institutions (or small enterprise customers) so that their financial assets can avoid risks and maintain and increase their value.
Domestic commercial banks have only tried to establish a team of individual account managers in recent two years, and the strategic transformation of serving high-end individual customers has just started, and it is in the stage of selling banking products to customers, which is still far from financing and planning for customers. There is a considerable gap between individual account managers and foreign commercial banks in terms of experience, knowledge structure, understanding and familiarity with international norms and standards.
(C) Comparison of traditional banks taking new paths through the Internet
Ten years ago, an American online bank named "SecurityFirst" was born. Its birth has become the forerunner of the overall transformation of the entire American banking industry. With the help of network technology, this bank provides customers with all-weather and 24-hour services, and its business involves many traditional banking services such as information transmission, data inquiry and transaction payment. With the help of network means, online banks do not need to build business outlets everywhere, hire a large number of counter operators and pay expensive office expenses, so their operating costs only account for 15% of their operating income, which is only14 of that of traditional banks. Bill Gates predicted: "With the emergence of online banking, traditional banks will be a group of dinosaurs extinct in 2 1 century." In order to survive, in recent years, traditional banks in various countries have taken out huge sums of money to open their own online banks. Because Americans have used credit cards for a long time before, and their computer penetration rate and Internet are ahead of the world, they can easily accept online banking. At present, almost all deposits and loans handled by traditional American banks are transferred to online banking. Banks such as Citigroup and HSBC not only provide personal online banking services, but also provide perfect cash flow management platforms and financial advisory systems for corporate customers, and use knowledge for marketing.
Domestic commercial banks have also seen the development trend of online banking. China Merchants Bank, China Construction Bank and Industrial and Commercial Bank keep up with the trend and occupy a place in the domestic market. However, the gap measured by international standards is still very large, and one of the crux is the incompatibility of the quantity and quality of technical talents in banks.
To sum up, whether it is the actual competitiveness index or the potential competitiveness index, the gap between domestic and foreign commercial banks is ultimately reflected in the gap in the knowledge structure and knowledge level of personnel.
Two, the comparison of domestic and foreign commercial bank training system
There are many reasons for this gap in knowledge structure and knowledge level. The effective way to shorten this gap is to strengthen the training of banking practitioners in China. Not long ago, the China Banking Practitioners Qualification Certification Committee was announced, which is undoubtedly of extraordinary significance. It is necessary to gradually promote the establishment of the qualification examination and certification system for banking practitioners in China, and the training of banking practitioners should gradually embark on an orderly, professional and standardized track, make great efforts to train and bring up a large number of first-class professionals of their own, and effectively improve the overall quality so as to improve the service level and meet the needs of people from all walks of life for financial services.
Next, try to analyze the gap between domestic and foreign bank training systems. & lt/FONT & gt； (1) Take Citigroup and Chase as examples to see the construction and operation of the training system of foreign banks.
Citigroup believes that "the training of enterprise employees is not only to meet the needs of financial development and fierce financial competition in Japanese dramas, but also very important to reduce the labor-output ratio". They define training as "skills-based training, customer-related training and employee self-development training". The average training time per person per year is more than 5 days, and the training cost is quite high. In the 1990s, the training fee for e-banking of 65,438+020 employees in Poland Branch reached $400,000 per year.
Citigroup regards employee training as a long-term strategy, from which talents can be found and enterprises can be developed. In addition to using the balanced scorecard to manage performance, Citigroup has also developed a competency evaluation system to measure employees' competency (comparing the competency model of the position with the actual competency level of each employee after evaluation to determine the training, promotion and promotion of the employee). In addition, Citi always has a sense of crisis about talents, and takes effective measures to prevent the "talent trap" formed by the flow of talents, to "make a good backing" for talents, and to effectively deal with the fault and flow of top talents.
Chase Manhattan Bank's emphasis on training and talents is mainly manifested in its massive investment in education expenses, with an average annual payment of $50 million. The president of Datong once said: The strength of an enterprise lies in letting the talent team walk in front of the career development, so as to adapt to the international financial market and develop faster.
Chase has set up specialized training institutions and full-time staff. The employee training department of Chase Bank consists of 83 experienced training managers. Its main tasks are:
1. Provide leaders with relevant information about employee education, such as specific personnel trained this year, basic training items, training results, etc.
2. Responsible for information exchange between leaders and employees, organize regular meetings between employees and leaders, and feed back employees' thoughts and wishes to leaders;
3, according to the requirements of the leadership or the board of directors, organize employees to write personal annual training plan;
4, seriously implement the annual training plan, organize the implementation of the training work. For example, their employees' educational skills training can be conducted once a month, and interesting training can be conducted twice a week, with special emphasis on students' psychological quality training, so that students can exercise their ability to overcome and surpass themselves in various difficulties, and so on.
It can be seen that foreign commercial banks have the following characteristics in the construction and application of training system: (1) establishing and operating training system in the direction of enterprise's long-term strategy; Support the operation of the training system with strong financial strength; Establish a training course system aimed at improving the ability and quality of employees; Training work lies in daily work; The evaluation of training effect is incorporated into the employee's performance management system, and so on.
(B), the status of domestic commercial bank training
1, which does not match the development strategy and is not targeted.
There are a large number of employees in domestic commercial banks, but the current situation of talent team is still difficult to meet the needs of development strategy: first, the total number of talents is insufficient, and the proportion of management talents and professionals in the total number of employees in the whole bank is not high enough; Second, the overall quality of talents is not ideal, and there is still a big gap between talents' professional knowledge, business skills and innovation ability and advanced banks; Third, the structural contradiction of talents is more prominent, and talents who are familiar with domestic financial business and have international vision and international financial experience are still in short supply.
Strengthening the training work and directly integrating the training function into the process of enterprise strategy implementation is an important means to ensure the realization of the strategic objectives of commercial banks' business development. However, looking at the talent training of domestic commercial banks, the training is basically not combined with its own development strategy, and the phenomena of randomness, blindness, low-level repetition, formalism and "treating the symptoms but not the root cause" are widespread.
2. The training system is not perfect.
In order to adapt to market competition, commercial banks should establish a unified training responsibility system and a support and guarantee system in which professional ethics construction and business ability training are carried out simultaneously, and form a coordinated and efficient training pattern in which all levels and departments perform their duties, cooperate closely and employees participate extensively. The basic model is still in its infancy.
3. The integration of training resources is poor
Due to the lack of a unified training responsibility system and support guarantee system, it is difficult to establish an intensive training cooperation mechanism; Training programs, curriculum development and other expenses are not managed according to the principle of "centralized management, earmarking, moderate concentration and effective incentives", which leads to the waste of resources to some extent.
4. The training effect evaluation is not systematic.
Lack of training tracking, evaluation and feedback measures, insufficient tracking, evaluation and feedback after training, and unmeasurable training effect are not conducive to improvement. At the same time, the training results cannot be applied to employee performance appraisal, talent selection, promotion and elimination. Third, establish a training system for employees of domestic commercial banks.
From now on, focusing on the strategic objectives and work priorities of commercial banks, training will be regarded as an important means to promote the implementation of the strategy and play a lasting role in improving performance and enhancing the competitiveness of enterprises; Establish the concept of talent investment, establish the concept of scientific training, increase training input, improve the awareness of training input and output, and form a game of training closely coordinated by all levels and departments; Strengthen training demand research and training effect evaluation, strengthen training planning, development, organization and management functions, effectively improve the pertinence and effectiveness of training, form a "trinity" training and education system of independent learning, centralized training, research and exchange, ensure training quality and strengthen the transformation of training results; Combine training with employees' career development, effectively mobilize employees' enthusiasm for training, adhere to the combination of enterprise training and employees' autonomous learning, and create a good atmosphere in which everyone needs to learn, everyone has the opportunity to learn, and everyone takes the initiative to learn.
Main measures:
(1) Improve the training organization and responsibility system.
1. Set up a training leading group to decide the training policy and focus of the whole bank.
2. The president in charge is responsible for the training of employees within his jurisdiction, communicates with employees in a timely manner through various means, strengthens the training planning and development guidance for employees within his jurisdiction, and timely guides the training according to the development and business strategy.
3. Strengthen the training assessment, quantify the training assessment results, and incorporate the training assessment results into the annual assessment index system of the leading bodies and principals of each unit.
(2) Establish and improve the system of degree education management, training project management, training achievement management, part-time teacher management, training fund management, training contact person management, training credit identification and management, training course development management, etc., improve the training support and guarantee system, form a complete education and training system, and promote the standardized and orderly development of training work.
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