"Post Responsibility System for Angle AB" means that Angle A is mainly responsible for a certain job. When Angle B leaves due to business trip, training, leave (rest) and other reasons, he should take the initiative to familiarize himself with and assist the related work handed over by Angle A, and give full play to the part-time role of Angle B in this department or across departments. The implementation of post responsibility system is a basic, important and efficient work in human resources development.
I. Theoretical basis
The theoretical basis of post responsibility system in AB angle is the theory of human resources development. This theory is mainly based on the "human capital theory" put forward by American economist Jacob Minsell and Nobel Prize winner Theodore W.Schultz respectively, and its core content is the return function of human capital and the concept of generalized capital. It has two forms, namely: one is the material capital embodied in the product; The second is the human capital embodied in the workers, which is manifested in the quantity and quality of the workers, which together constitute the national wealth.
Second, the existing problems
(A) the management system is not perfect. Some grass-roots central banks and their functional departments have not established and improved the management system of AB-corner post personnel and the work handover register of AB-corner post personnel. , and failed to clearly stipulate that those functional departments must be equipped with Angle B, and those functional departments need not be equipped with Angle B, as well as the scope of work responsibilities, work complementarity, work handover process, who will supervise the handover and related reward and punishment measures. , leading to this work is chaotic and fragmented.
(2) The top-level design needs to be improved. Grass-roots central banks have not established and improved the standardized operation guide of job names with strict specifications and unified names from top to bottom, which leads to the inconsistency between the job names compiled by personnel (organization) departments and those of various functional departments, and the inconsistency of staffing positions. Especially in the central sub-branch (city, state) of the People's Bank of China, the job names and staffing positions of the same functional department are uneven, and the standards are different, which is not conducive to strengthening the post responsibility system of the AB corner and optimizing the allocation of human resources.
(3) Work handover needs to be strengthened. Some grass-roots central banks have not strictly implemented the post responsibility system of Angle AB. When Angle A resigned due to business trip, training, leave (rest) and other reasons, it failed to fulfill the handover procedures of Angle AB employees. Some registrations are not detailed and standardized enough, which is not conducive to orderly operation, efficient and high-quality service and post risk prevention.
(d) The setting of AB angle is not standardized. Although some grass-roots central banks have implemented the post responsibility system for A-angle AB, there is a problem of "one A-angle, no B-angle, multiple A-angles, and only one B-angle", which leads to no replacement or B-angle exhaustion when A-angle leaves his post. There are two main reasons: one is caused by institutional factors. For example, according to the survey, according to the regulations of the superior bank, seven posts of the payment and settlement department, such as "accounting supervisor post, parameter management post, network supervisor post, business acceptance post, supervision supervisor post and two business supervision posts", are separated, that is, they cannot concurrently serve each other, and can only be supplemented by other post personnel as B; And the department must be equipped with at least 1 1 person, so that there can be four B-corner personnel to fill the work of the above seven A-corner personnel after they leave. It is difficult to ensure enough posts in the case of insufficient personnel as a whole. The second is caused by management factors. Some grass-roots central banks fail to implement the post responsibility system of Corner AB, with loose internal management, unreasonable post setting and unclear division of responsibilities, which leads to the work handover of Corner AB personnel becoming a mere formality, and some people leave their jobs unattended or even delay their work.
(5) The audit is not strict enough. For example, some grass-roots central banks have some problems, such as nonstandard handover process of AB post personnel, not detailed records in the register, and nonstandard management, use and registration of seals and secret (pledge) keys. The main reasons for the above problems are that the heads and managers of individual departments are not responsible, and the auditing, supervision and inspection are not strict.
Third, policy recommendations.
(1) Grasp the foundation, improve the rules and regulations, and strive to improve the integrity of the internal control system. It is suggested that all grass-roots central banks should revise and improve the personnel management system and work handover register of AB-corner posts in the whole bank and functional departments, strictly stipulate which A-corner posts must be equipped with B-corner posts and which A-corner posts can not be equipped with B-corner posts, and strive to make the responsibilities of AB-corner posts clear and the division of labor specific; When Party A leaves his post due to business trip, training or vacation, the work handover shall be timely, with standardized procedures and detailed registration; The resumption of work at Angle A and Angle B is timely, with orderly connection and clear rights and responsibilities, effectively avoiding problems such as untimely handover, unclear responsibilities, overstaffed staff and delayed work.
(2) Grasp the key points, strengthen the top-level design, and strive to improve the scientific nature of post setting. The first is to formulate an operation guide. It is suggested that the personnel (organization) department of the superior bank take the lead in selecting relevant personnel, and revise and improve the Operation Guide for Standardizing Job Names in combination with the actual work, so as to further clarify the number of posts to be equipped by various functional departments of grass-roots central banks and the standardized job names. The second is to develop an operating system. It is suggested that the superior bank select relevant personnel and actively develop the auxiliary management system for the handover of AB post personnel, which can include "A post resignation handover module", "B post replacement handover module", "Department head audit module" and "in charge of leadership approval module". , so that the approval process for the handover of AB post personnel is strict, the responsibilities are clear and specific, the operation is fast, and confusion is avoided.
(3) Strengthen supervision and work handover, and strive to improve the predictability of risk prevention and control. It is suggested that all grass-roots central banks strictly implement the post responsibility system of AB angle and strengthen the work handover of AB angle staff. When Party A resigns due to business trip, training, leave (vacation) and other reasons, it is necessary to conscientiously perform the handover procedures for Party B personnel, and make detailed and standardized registration, so as to ensure that when Party A resigns, Party B is replenished in time, the responsibility is implemented to the people, and the work runs as usual, providing high-quality and efficient services and preventing post risks.
(four) grasp the optimization, rational allocation of posts, and strive to improve the performance efficiency. It is suggested that all grass-roots central banks should closely combine the actual work with the relevant systems such as prohibiting incompatible posts from taking part-time jobs, rationally allocate AB posts in various functional departments, clarify the responsibilities of each AB post, and ensure that each A post is equipped with "an A angle, a B angle or an A angle, multiple B angles, or it is not necessary to set an A angle or not to have a B angle", and incompatible posts are not allowed to take part-time jobs with each other, thus effectively preventing and controlling post risks.
(5) Give prominence to key points, intensify auditing, and strive to enhance the seriousness of work handover. It is suggested that all grass-roots central banks should strengthen the supervision, audit, registration and assessment of the work handover of staff in Angle AB in strict accordance with the formulated and implemented staff management system and work handover register of Angle AB, so as to ensure that this work enters an institutionalized, standardized and orderly track.
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