Ma Yuhua Talks About The Human Resources Management Of China Merchants Bank

The gap between Chinese financial enterprises or other enterprises and western advanced enterprises is not in products, nor in services, but mainly in management.

At first, we put forward the "Ten Changes" so that we can grasp the initiative of management under the new situation.

For example, we should make strategic adjustments to maximize profits in the case of capital saving.

In the past, we assessed the book profits, and many branches paid close attention to wholesale business, and profits came very fast. But we did not advocate, because wholesale business capital consumption was 100%, retail business was 50%, and our goal was to maximize profits by saving capital. Therefore, we turned the check book profit into an examination of economic profits.

For example, in the past, banks were used to looking for big enterprises and unwilling to find small and medium-sized enterprises.

Small and medium-sized banks like ours have big risks only because they have big problems.

To do more high-quality small and medium enterprises, the risk is relatively small.

Therefore, the progress of management concept is a process of constantly updating and changing of an enterprise.

Culture is the core competitiveness, what is the core competitiveness of an enterprise? Everyone is discussing this issue, each has its own understanding.

I understand that the core competitiveness is only you have, others do not have; others can not learn and steal things.

No matter the system, method, product or service can be stolen, especially in the world is flat, only your own corporate culture, others can not learn, steal away.

Therefore, healthy and upward corporate culture is the core competitiveness of enterprises.

So is service culture.

If your service is not stronger than others, customers will not come to you.

You must be better than other banks, and persevere in order that customers will trust you.

So is the formation of risk culture.

China Merchants Bank is a bank established entirely in accordance with the modern enterprise system. In the course of business, only one cent of bad assets will be offset by its own profits, which will affect the interests of shareholders.

Therefore, we attach great importance to this point, thus forming the risk culture of China Merchants Bank.

These unique cultures are strong competitive weapons of China Merchants Bank in the market.

People oriented, whether strategy or management or culture, needs to grasp human factors.

Everyone is engaged in human resources, and I am a leader in fact, mainly in managing people and managing culture.

Culture is also meant to motivate people.

A man's job is to study people.

First of all, people are motivated, sociable, motivated and creative.

To do human resources work is to study how to motivate people's initiative and creativity.

Therefore, China Merchants Bank pays attention to the essential characteristics of people in selecting, educating, employing and retaining people.

An enterprise must first let everyone feel willing to stay here.

In practice, we take into account not only the high salary, but also in real life, many people do not just value treatment.

Material treatment, salary system and salary system are very important for us to be more scientific. At the same time, we must create a pleasant working environment for our employees.

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The new recruits, on the one hand, are young people and college students.

Our management trainee program has been in operation for four or five years. Every year, dozens of famous schools and outstanding students from abroad are recruited. They are arranged to go to the grass-roots level for training, and each post should be familiar with each other. Finally, experts are trained according to their professional expertise.

On the other hand, the talents we need at the moment, such as professionals in credit card and private banking, can not wait to be trained to develop business again, so we choose from abroad.

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We picked up a group of Taiwan's credit cards.

I think we can make full use of talents in Taiwan.

The market economy in Taiwan is twenty or thirty years ahead of us, and the way they go is that we have to go. Therefore, attracting talents from Taiwan is not going to take a detour. Second, in recent years, the economy has shrunk and there are many talents left behind by the heroes. Third, during the past few years of Chen Shuibian's administration, these people are not very satisfied, especially those who are 40 or 50 years old. Fourth, they are all educated by the West and rich in Western innovative thinking, and Taiwan is very close to Japan. They are familiar with the meticulous management means of Japan, so they have both innovative thinking and proficient fine management. Fifth, Taiwan is the same as the mainland, and it is easy to mobilize the enthusiasm of the Chinese culture, so it is not difficult to communicate with the Westerners in terms of language communication. "Taiwan" the reasons are: first

We regard the training of talents as an important task. We have 131 projects, that is, on the basis of the regular talents training in the whole line, we focus on training about 100 management backbone, about 300 business experts and 1000 customer managers.

The most basic customer manager is sent to Singapore to study, because in Singapore, it can speak Chinese and is also an international financial center.

We have fixed training bases in Singapore and sent them there for training. They are very happy and feel a sense of superiority.

Branch governors are trained in Hongkong and Shenzhen.

To the middle level deputy, we mainly train leadership to Tsinghua Peking University training.

Branch and department leaders cultivate their vision.

The head office regularly conducts training courses, and has held more than ten stages, and invited renowned experts and scholars from home and abroad to cultivate their vision, observation ability and strategic vision.

Last year, we worked in University of Cambridge, and despite the economic recession this year, we will have another class in Cambridge.

A bank's vision is very important and its vision is the only way to have a correct strategic choice.

In terms of employing people, we should stick to one pattern, and strive to make the best use of talents and make the best use of them through various forms of internal recruitment and selection.

In addition, we should break through a single administrative duty sequence to avoid the situation of "a thousand armed forces across a single timber bridge".

In recent years, China Merchants Bank is the key point in the industry.

I think normal flow of talents is beneficial to a healthy enterprise.

Why do people dig your employees? First of all, because of recognition.

The more people coming to the corner, the more we say that we are good. We should be proud of that and do not be afraid.

Second, a good business is impossible to dig.

GE has contributed 200 CEO in recent years, but GE is still one of the best companies in the world.

Third, enterprises need fresh blood.

China Merchants Bank's internal opportunities are limited, 10 people need to promote, but can only promote 3, and the other 7 no matter what the mood is uncomfortable, when the mood is uncomfortable, the work enthusiasm is not very high.

It's easy to be picked up at this time.

When he left, he was equal to someone else arranging cadres for us.

We still write to the employees of China Merchants Bank every year, and they are still proud of their work in China Merchants Bank.

Of course, we should not let ourselves go, or we should take the initiative to do some work.

In recent years, the brain drain rate of CMB is in the normal range.

We have also analyzed that a person is not only for treatment, but sometimes a word or a matter of leadership may hurt his feelings and it is easy to walk.

Therefore, we believe that the EQ of business leaders is very important.

Last year, we invited the consulting company to make a Q12 assessment to improve the EQ of managers at all levels.

For EQ, my definition is to do 16 words: good at making decisions, being daring to be responsible, willing to devote and diligent in communication.

If leaders have personal charisma and do these four points, subordinates will "die for their bosom friends".

With the development of the times, new problems have emerged.

A few days ago, I was at a branch office, and the president of the branch told me that the work was not done well.

I said that you are not exactly right. In the past, we responded with all the answers.

To lead a sentence, we must do everything we want to do, not to understand, but to understand in execution.

But in fact leaders are not necessarily right.

Besides, nowadays young people are full of personality and can't drown their individuality.

Therefore, the work of being a man is to really do a thorough and detailed analysis of everyone's personality and respect the value of everyone so that we can achieve the desired effect.