China Merchants Bank: "Good Business Is Impossible To Dig."

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In the past year, the most beautiful talent strategy case of China Merchants Bank is, of course, the introduction of the former managing director of ICBC Asia.

Zhu Qi's success was to pform the Industrial Bank of Asia in Hongkong from scratch to a 200 billion yuan asset and a 1500 person listed bank in 14 years.

He spent a much shorter time on the Wing Lung Bank. The total assets of Wing Lung Bank increased to HK $110 billion 800 million as of June 30th this year, and the profit after tax rose 30.7% to HK $458 million over the same period.

In the same period, the average profit growth level of 10 Hongkong listed banks, including HSBC, DBS, Standard Chartered, East Asia, Chuangxing, Fubon, Hang Seng, BOC Hongkong, ICBC Asia and Wing Hang, declined by nearly 20% compared with the same period in the first half of 2009.

"Expert talents" is Zhu Qi, the governor of the China Merchants Bank.

But in the core management team of more than a dozen people's Bank of China, Zhu Qi is a special case.

In last year's Chinese financial institutions, the bank did not drift with the tide, but instead built a bridge for the CBRC.

"We introduced them to a director of the national financial association, and later they did recruit some people through this association."

Wang Wanqing said.

In fact, apart from Zhu Qi and Zhang Guanghua, the former governor of Guangdong Province, who was introduced by the CBRC in 2007, several other vice presidents were "Pro soldiers" in the past more than 10 years.

For example, Tang Zhihong, vice president in charge of retail business, was appointed Vice President of Shenyang branch, deputy director of Shenzhen management department, governor of Lanzhou branch, governor of Shanghai branch, director of Shenzhen management department and assistant of head office president after joining China Merchants Bank in 1995.

"Line leaders have been in the industry for many years, and have experienced all positions. They are very familiar with the operation mode, business mode, especially culture of China Merchants Bank."

Wang Wanqing said.

According to this logic, the talent strategy implemented by China Merchants Bank in recent years is "training our own cadres and introducing expert talents".

Beginning with the early start of domestic credit card business, China Merchants Bank has always been the leader of China's retail banking business. There is no satisfactory ready-made talent in the domestic industry. It can be directly employed. At this stage, banks have begun to exert their efforts in retail business, and many excellent management talents have been excavated from China Merchants Bank. Among them, the three member bank of the Bank of China, represented by governor Chen Xiaoxian, vice president Chen Wei of Ping An Bank and vice governor Jiang Mingsheng of Pudong Development Bank are typical examples.

More middle managers are being dug away.

"Deep development and safety are all digging at us.

One of our deputy general managers was able to be a director in the past. The position was promoted to two and the salary doubled.

So think about it.

Wang Wanqing said, "in the long story of horses, you can only be dug up by others, and good companies are not to be destroyed; we also contribute to the development and reform of China's financial industry."

Ma Yuhua once jokingly said that if most of the banks in China had bankers there, they would become "Godfathers".

It's rather bitter.

Supporting the philosophy of "not to fail" is the strong leadership training strategy of the Bank of China, and strengthens the endogenous training and reserves for CEO level talents.

In this regard, China Merchants Bank has a strong target: "131 Talents Project", the ideal talent pool is: 100 backup management backbone, 300 business experts, 1000 customer managers and product managers.

In early 2009, under the pressure of the financial crisis, China Merchants Bank still maintained a high training budget. The intensity and density of training at all levels had not changed. Only a few adjustments were made in some details. For example, the business class of more than 40 executives went to University of Cambridge to become an economy class.

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In order to cultivate the future level CEO, China Merchants Bank has made many new attempts in training.

In the week of October 16th, the general manager and branch leaders of dozens of China Merchants Bank gathered at Shekou, Shenzhen, accidentally discovered that a new "fashion, luxury and consumer psychology" course was added to the fourteenth phase of the Management Seminar Schedule, but unexpectedly, one of the lecturers was su Mang, the editor in chief of fashion bazaar.

Their original psychological expectation is to discuss the topic of "the second pformation" just put forward by President Ma Yuhua recently, but they hear fashion aesthetics and luxury consumption psychology.

In Ma Yuhua's plan, in the second pformation of the next three years, China Merchants Bank should vigorously develop wealth management and other capital demand less business and enhance the proportion of non interest income.

Fashion curriculum is a part of pformation.

Wang Wanqing explained: "the purpose of arranging this course is to teach the leaders how to understand and appreciate fashion.

If the leader does not want to be in front and in front, the people below may not get enough support in terms of resources and conditions.

Easy topics are not all training.

Ma Yuhua personally put forward 11 topics, including performance management, product pricing, and management process optimization, and asked each vice president to claim a return for 3 months' research. "We should not only find problems, but also have targeted measures to solve them."

He also stressed in the meeting that the research report should be written by the leader of the lead department himself, so that the staff can not write the story.

This CEO training program runs through all levels of the China Merchants Bank: the annual two leaders management seminar is directed at the general manager of the branch office and the head office; the advanced leadership seminar training course set up by Tsinghua is aimed at the deputy general manager of the branch office and the deputy general manager of the head office, with the emphasis on training the reserve leadership; for the junior branch managers and senior managers, there are different training cooperation with Fudan University, Renmin University and Hongkong and Singapore Universities.

In addition, the importance of practical exercise has been repeatedly emphasized.

In August of this year, China Merchants Bank made a shift to more than a dozen branch governors nationwide. "Ji'nan to Shanghai, Qingdao to Tianjin, Lanzhou to Qingdao......"

The advantage of such a wide range of job rotation is to adapt to different environments, and also to guard against risks.

Wang Wanqing said.

The manager of the head office is entitled to accelerate the training program known as the Golden Lion project. With the methods of manager quality assessment, mentor coaching and high-level dialogue, the leaders of the head office are striving to turn the Deputy into a quasi manager who can be replaced at any time.

At the branch level, the Golden Eagle plan is launched under the Golden Lion plan, which is being launched in Ji'nan and Changsha branch.

Of course, the ideal state is that golden lion and Golden Eagle stay in China Merchants Bank for a long time.

Ma Yuhua's practice of telling New Year's letters to his departing employees has become a routine in his annual Spring Festival. Under his leadership, the branches of the presidents have begun to learn ways of emotional retention in their training courses.

In the China Merchants Bank's "tired birds / birds' homing" plan, every departing employee will be told that if you are willing to go back and have the right position, the door of the China Merchants Bank will always be open.