Keywords: rural commercial banks; Human resources; optimal allocation
With the increasing number of rural commercial banks, it not only brings convenience to people, but also brings certain challenges to its own development, especially in the allocation of human resources. Therefore, how to make full use of internal talent resources and give full play to the role of rural commercial banks to better meet the needs of today's society has become a key issue of concern to the industry.
1. Status of human resources allocation in rural commercial banks
Due to the particularity of its own nature, rural commercial banks have some limitations in management, ideas and technical means, so their internal human resources will also be affected by the above factors and will not be able to adapt to the development trend of today's financial market.
The internal staffing of 1. 1 is unreasonable.
At present, there are a large number of employees in rural commercial banks, but they lack unity with the actual situation of rural commercial banks. Specifically, rural commercial banks are special in nature, and their initial positioning is mainly aimed at farmers, so their business management is not comprehensive. However, the number of internal employees has not been adjusted in time according to its actual situation, so there are many employees in rural commercial banks. In addition, the internal personnel structure is unreasonable. It is understood that in rural commercial banks, there are generally more back-office employees, and even some areas have exceeded the bank staffing standards. However, there is a certain gap between the number of bank account managers and other domestic banks, and the internal staffing structure is unbalanced.
1.2 The overall quality of the staff needs to be improved and the management is extensive.
It is understood that among the employees of rural commercial banks, there are more people aged 39-50, while those under 30 only account for 25.59% of the employees. At the same time, the overall education level of the staff is not high, which leads to the obvious lack of working ability in the work process. In addition, the complex professional structure of employees is also a common problem among employees of rural commercial banks, especially the lack of middle and senior professional and technical personnel. In the daily work of rural commercial banks, related financial theory knowledge, marketing knowledge and management knowledge will be involved, so such employees will lack certain professionalism in their daily work, thus affecting work efficiency. In terms of personnel management, the main way to introduce talents is to set up unified examinations, and the talent introduction method is single, and the management level needs to be improved, lacking scientific and refined management. In the way of employing people, it is greatly influenced by external factors, and it is difficult to implement the competitive employment system.
1.3 The performance appraisal method is unreasonable.
The internal staff assessment method of rural commercial banks is unscientific and unreasonable. It is understood that at present, the internal assessment of rural commercial banks mainly adopts the distribution assessment mode that the relevant departments will reach each outlet under the assessment task and each outlet will assess the internal personnel. This performance appraisal mode lacks certain pertinence, so it is impossible to directly reflect the specific work ability and related business knowledge level of employees through this appraisal method.
2. Rural commercial banks realize the optimal allocation of human resources.
2. 1 reasonably control the number of bank employees
Rural commercial banks should adjust the number of internal staff in time according to their own operating conditions. If the outlets of rural commercial banks are in remote places, their business volume will be affected to some extent. In this case, rural commercial banks should appropriately reduce the number of internal employees, so as to make the actual situation of employees and banks unified and harmonious [2]. In addition, in order to adjust the existing personnel structure, rural commercial banks should keep abreast of the current development needs of the financial industry and the relevant personnel setting standards, so as to change the number of internal back-office employees. At the same time, we can also introduce professionals or cultivate existing talents to optimize our own personnel structure and promote the scientific development of the internal personnel structure of rural commercial banks.
2.2 Strengthen the management of internal staff
First of all, rural commercial banks can manage their internal employees by setting up institutions, posts and quotas, and formulate corresponding human resources development plans, so that each employee can clearly define his responsibilities and work standards; Secondly, it is necessary to constantly improve the existing employment system, and only those who hold relevant professional certificates can be employed and sign formal contracts to ensure the professional development of the internal talent team; Thirdly, establish a job rotation system, so that employees can contact different jobs, understand the work content of each job, help employees explore their own professional fields, and establish a way of urban-rural rotation, so that employees can learn from the working methods of other outlets and constantly improve their work; Finally, it is necessary to raise the threshold of talent recruitment in rural commercial banks and formulate diversified and standardized recruitment methods according to different talent needs. For example, for existing on-the-job personnel, competition can be adopted, for talent recruitment in the financial industry, campus recruitment can be adopted, and for the recruitment of compound talents, it can be reflected to relevant departments and introduced from the same industry to effectively improve the overall quality of internal employees.
2.3 Improve the existing performance appraisal model.
To establish a perfect performance appraisal model, we must first make a systematic budget of the total salary, and then carry out the follow-up salary distribution on this basis; Secondly, the salary structure should be scientific and reasonable, and the salary structure should focus on basic salary and performance appraisal. It is worth noting that the proportion between basic salary and performance appraisal should be reasonably grasped to maximize its incentive effect. In addition, in view of the performance appraisal, we should use the existing network technology to establish the corresponding appraisal system, so that the whole performance appraisal management can be refined and informationized.
Concluding remarks
To sum up, there are still some problems in the staffing of rural commercial banks, such as unreasonable number and structure of internal staff, low overall quality of employees, extensive management and unreasonable performance appraisal methods. Therefore, in order to optimize the existing personnel allocation, it is necessary to reasonably control the number of internal personnel in banks and constantly adjust the existing talent structure. In addition, it is necessary to strengthen internal personnel management, improve the corresponding assessment system, improve the overall service level of rural commercial banks, and build the most influential inclusive bank in Xinjiang.
References:
Zhang Yanfeng. Discussion on Human Resource Management of Rural Commercial Banks [J]. Modern Economic Information, 2015 (19):128.
[2] Zheng, The current situation of human resources management in rural commercial banks after the reform and its optimization countermeasures [J]. China Business Theory, 20 16(26):76-77.
[3] Meng. Strengthening human resource management is of great significance to the development of rural commercial banks [J]. Science and technology economic herald, 20 17(0 1):262-263.