Human resources of American banks

Staff recruitment and talent selection is one of the important contents of human resources management in Bank of America, and its procedures and methods mainly include: job design determines the demand for human resources recruitment. The number of personnel required by any bank or department is not determined by the will of the chief executive, but by the design of the work. Job design must be based on the realization of organizational goals, and be committed to the two-way satisfaction of job requirements and people's needs, similar to domestic staffing and posts. Therefore, on the whole, the demand of employees presents a wavy curve, which increases or decreases with the changes of macroeconomic situation and company management. The human resources department tries to balance supply and demand and avoid redundancy and shortage of personnel.

Publish recruitment information to the labor market in various ways. All ordinary labor (operating staff), middle managers (management) and senior talents (decision-making CEO, etc. ) are open recruitment, and almost all American banks recruit employees in the A mode. Recruitment forms include internal recruitment and external recruitment. For non-special talents or ordinary employees, to promote middle-level employees, we must first recruit from within. If there are vacancies for middle and high-level talents or a large number of internal recruitment, they need to be recruited from outside, and their candidates are completely supplied by the market and have a wide range of sources. On the one hand, the purpose of cultivating talents is to improve employees' knowledge, technology and ability, so that they can better strive to achieve the bank's goal, that is, the process of developing individuals' greatest potential can also help organizations succeed; On the other hand, it is particularly prominent to closely combine employee training with personal career development. First, pay attention to creating a working atmosphere in which people are treated, emotionally and professionally, and provide a fair and challenging competitive environment. For example, Citibank stipulates: oppose bureaucracy and encourage entrepreneurship; Encourage diversification; Advocate employees to be masters of their own affairs; Allow mistakes, admit mistakes and correct them; Use if you have merit, and reward if you have merit; Mutual respect, courtesy, etc. In order to find talents, Citibank has formulated a special supervision method-based on the number of talents that the department in charge of senior managers can deliver to the board of directors, that is, in addition to basic business indicators, Citibank also regards how to treat subordinates as an important criterion for evaluating managers. Citi's users and cultivators have never been conservative, but bold use.

The second is to help employees design personal career development goals, and guide employees to design personal career development goals by holding career planning lectures and formulating employee career planning manuals. On the one hand, as long as an employee has a career that is more suitable for him, he is encouraged to find another job. On the other hand, it is more important to draw up a detailed rank system internally (step by step) and clarify the qualifications of each rank. Professional managers or middle managers are mostly promoted from the operational level, giving them a sense of accomplishment, family and affection. For example, Citibank has implemented a unique talent training and development strategy, and its important implementation content is talent pool inventory. According to the results of each employee's performance assessment and potential assessment, the scientific human resource management tools are used to formulate a reasonable talent career strategy and plan. According to the nine factors of performance appraisal and potential appraisal, each employee is rated as the third class, and the vertical and horizontal list is nine squares (the famous Nine palace map theory). Put the assessment results of each employee in the grid, input them into the talent inventory library, and then design a crossroads model for employees to determine their career development, that is, employees face the transformation of positions and functions when they rise from one level to another, which is the crossroads, so that decision makers can easily find and train people, and employees can know their career development direction more clearly.

Third, it is to cultivate talents through multiple channels. Once the employee's career development goals are defined, the organization should create favorable conditions and take measures such as off-the-job training, degree study, up-and-down communication, job rotation, adding tasks such as subject research and technical research, and supporting and rewarding senior experts. Of course, it is necessary to eliminate and retain attractive talents through performance appraisal and salary. Bank of America regards the evaluation of employees' performance as the basis for employees' promotion or salary adjustment, encourages and strengthens employees' correct behaviors, and discovers, overcomes and improves the inefficient behaviors revealed in the performance evaluation process, thus further optimizing employees' performance and providing reference for the formulation of employees' career development plans. After years of practice and refined human resource management, Bank of America has basically formed a set of performance evaluation system with clear standards, performance measurement and information feedback as the main steps. First, clear standards. Clear standards are the basis and premise of performance appraisal. It includes the following requirements: first, it is necessary to provide employees with clear and definite performance evaluation standards based on specific job requirements and consistent with organizational goals, and communicate with employees fully and effectively to ensure that employees can clearly understand and master them, so as to reach a * * * understanding with employees in terms of job responsibilities and work standards. Secondly, the performance evaluation criteria should not only cover all the responsibilities of employees, but also include factors beyond employees' control. Third, the performance evaluation criteria must be measurable and continuous. Therefore, whether the performance evaluation criteria are clear, objective, practical, measurable, actively and effectively communicated with employees and recognized by employees is an important symbol to measure the results of the first stage of performance evaluation, and it is also an important basis and premise to ensure the success of performance evaluation.

Second, performance measurement. Performance measurement is the main step of performance evaluation. After years of practice and discussion, American commercial banks have summed up many effective performance measurement methods and applied them flexibly in practice according to the characteristics of industries and enterprises. According to the object and focus of measurement, it can be roughly summarized as characteristic method, behavior method and result method.

Third, information feedback. The last link of performance appraisal is information feedback, that is, the supervisor interviews the assessed personnel on the appraisal situation in order to gain the approval of the assessed personnel and improve their future work performance. This is an important link and one of the purposes of performance appraisal. This requires managers to be fully prepared and pay attention to conversation skills in order to achieve the desired results. The establishment of the basic wage level has a perfect labor qualification certification system in the United States. On this basis, the human resources department should evaluate various types of jobs to determine the relative value of positions. There are mainly job ranking method, job classification method, HAY scoring method and factor comparison method. Most American banks use HAY scoring system to score different positions according to five salary payable factors (each factor is designed with five different scores). The basic salary of employees is determined by internal policies and the relationship between labor supply and demand in the external market. On the one hand, if the company wants to maintain its competitiveness in the labor market, attract new employees, reduce the turnover rate and stimulate work performance, and at the same time consider the budget permission, the wages it provides basically correspond to the market labor price. On the other hand, in the labor market, as long as the positions are the same and the ranks are similar, no matter who is hired, the proportion of basic salary and statutory benefits is generally not much different, and posts with the same salary ladder enjoy the same salary level. For example, Citibank's salary policy adheres to four principles: performance pay, internal fairness, taking into account market competition and controllable costs. Wages are subject to a hierarchical floating system. Salary is generally divided into two parts: basic salary and post assessment salary. According to their work level, the floating system of different proportions is implemented, and the proportion is self-determined. For example, Bank of Main Street implements 80% basic salary and 20% floating salary for employees of general management level, 4: 6 floating for managers and 2: 8 floating for senior managers. The basic salary is linked to the post responsibilities, and the assessment salary is decided by the supervisor. In addition, commissions are charged according to marketing products, and various business products are priced internally. Of course, there are also many well-known companies whose salaries are much higher than the market price. Such as Merrill Lynch, Morgan and Citigroup.

Diversity and selectivity of welfare design. In the United States, welfare is an indirect reward, which is a flexible list. Employees can choose freely within the prescribed quota. Mainly divided into two parts. One is stipulated by government laws, including: social insurance such as 40 1K account (paid by payroll tax, employees and employers), unemployment insurance (paid by federal payroll tax and employers), employee salary insurance (paid by employers) and unpaid. A kind of non-mandatory self-defined benefits, including: health insurance, various subsidies, paid holidays, dismissal penalty, supplementary social security insurance, retirement fund plan, established benefits (the amount obtained after retirement by self-design), training and study, children's schooling, etc. Graded incentive measures. 1. Piece-by-piece wage system that determines workers' remuneration according to the piece-by-piece wage rate of products, standard working hour system that pays workers the same proportion of bonuses according to the percentage of workers' performance exceeding the standard level, and team or group incentive plan based on the final overall output level, productivity or work standard of the team or group. 2. Incentive plan for middle and senior managers. Divided into short-term incentives and long-term incentives. Short-term incentive mainly refers to the annual bonus plan used to motivate middle and senior managers to improve their short-term performance, which depends on the operating conditions of the company and the personal performance of managers in that year. The purpose of long-term incentive is to encourage and reward managers for the long-term development and prosperity of the company, so that managers can pay more attention to the long-term concept when making decisions and grow together with the enterprise, mainly including stock option plan and performance plan.

3, sales staff incentive plan. The most popular way to reward salespeople is to pay a mixed commission and salary, which is the compound interest plan. This method is more exciting and can avoid the disadvantages of single use. In addition, it is feasible to promote sales through some special rewards.

4. Incentive plan for other professionals. Professionals refer to employees who use their professional knowledge to serve enterprises, including lawyers, economists and other professionals. Career incentive plans usually focus on bonuses.

5. The overall incentive plan of the organization. Many banks have formulated incentive plans for all employees, including profit sharing plan, employee stock ownership plan, scanlon plan and floating salary plan, but not every employee can get four forms of salary, and a large proportion of employees can only get basic salary and enjoy general benefits.