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长期以来,人员区域结构的优化一直是中国工商银行人力资源管理的一项难题。在部分地区、部分机构人员相对富余的同时,另一部分地区和机构却存在着大量的人力缺口。针对这一难题,从2007年开始,中国工商银行云南省分行进行了积极的探索,尝试把人力资源从金融资源匮乏及经营效率低下地区向业务量大、经营业绩好、经营效率高的重点区域和城市行转移。这项工作是如何开展的,效果如何?带着这些问题,6月中旬,本刊记者陈阳与特约通讯员李亮采访了云南省分行蒋玉林行长,并与分行的流动员工以及员工流入支行的负责人进行了座谈。同时,本刊还摘录了四川、山东、内蒙古等分行的相关做法,以供读者参考。
For a long time, optimizing the regional structure of personnel has always been a difficult problem for human resources management in Industrial and Commercial Bank of China. In some areas, while some institutional staffs are relatively surplus, there are a large number of manpower gaps in other regions and institutions. In response to this challenge, starting from 2007, ICBC Yunnan Branch conducted an active exploration and tried to shift its human resources from scarce financial resources and inefficient operating areas to key areas with large business volume, good business performance and high operating efficiency And the city line transfer. With these questions, in mid-June, correspondent Chen Yang and correspondent Li Liang interviewed Governor Jiang Yulin of Yunnan Branch and interviewed the floating employees of the branch and the inflow of branch employees The responsible person conducted a discussion. At the same time, this magazine also excerpts of Sichuan, Shandong, Inner Mongolia and other branches of the relevant practices for readers reference.