What is the human resource system of China Bank?

Analysis on the Reform Path of China Bank's Human Resource Management System

China Bank, the full name of China Bank Co., Ltd., is one of the large state-owned commercial banks in China. Since the reform and opening up, the reputation and performance of China Bank have been widely recognized by the banking industry, domestic and foreign customers and authoritative media. At present, Bank of China has been selected as the "Best Bank in China" and "Best Domestic Bank in China" by Euromoney for eight times, and has been selected as one of the "Fortune 500" enterprises in the United States for 19 years. In the list of the world's top 500 in 2008, Bank of China ranked 187 with an operating income of US$ 38.904 billion. As one of the four state-owned commercial banks, the key to China Bank's remarkable achievements lies in adhering to the people-oriented management concept and the correct thinking of human resources strategic management, carrying out system reform and mechanism reform simultaneously, actively promoting the reform of human resources management systems such as post management, salary management and performance management, vigorously strengthening the construction of talent teams, and comprehensively promoting the transformation from traditional personnel management to modern human resources management.

First, people-oriented and strengthen social responsibility.

The reform of human resource management system is the highlight of the shareholding system reform of state-owned enterprises, and even determines the success or failure of the reform to some extent. The reform of human resource management system of China Bank did not follow the old road of state-owned enterprise reform-divesting non-main business and non-operating assets, establishing surviving companies, implementing personnel diversion, and buying out the length of service for the diverted personnel. In the long run, China Bank has introduced some modern human resource management concepts and tools to meet the objective requirements of its own development strategy, shareholding system reform and human resource management, taking into account the efficiency and social responsibility of the reform, and the reform does not pursue sensational effects, with listing as the sole goal and layoffs as the purpose. Instead, we will implement overall restructuring, leaving no surviving companies, not implementing large-scale layoffs, and not simply pushing employees to the society. At the beginning of the reform, Xiao Gang, the current chairman of Bank of China, solemnly promised that BOC would not lay off staff on a large scale because of the reform. Employees are valuable resources of China Bank, and the human resources reform of China Bank will take structural adjustment as a breakthrough. This reform idea reflects that China Bank has long adhered to the people-oriented concept, always taking fully mobilizing the enthusiasm of employees as the top priority of reform, taking the concern and protection of employees' interests as the starting point and the foothold of reform, and organically combining the strength of reform, the speed of development and the endurance of employees.

Two, the implementation of full post appointment system.

China Bank's human resource management system reform does not aim at mass layoffs, which does not mean that it does not introduce a competitive mechanism and establish a market-oriented employment system. The reform emphasizes institutional innovation, focusing on changing concepts and mechanisms, establishing a market-oriented human resource management system and an incentive and restraint mechanism that combines job promotion, personnel entry and exit, and low income.

The human resources reform of China Bank completely broke the "lifelong system". According to the principles of openness, equality, competition and merit selection, a fair, open and just talent selection mechanism has been established through two-way selection and open competition, and the personnel structure has been optimized according to the new position system. In order to ensure that the right talents can be employed in the right positions, Bank of China, in combination with the post system reform, has put forward clear requirements for different types and levels of posts. In some key positions, scientific talent evaluation methods such as ability evaluation and structured interview are also introduced to improve the accuracy of selecting and employing people.

Through the reform of the appointment system, a number of outstanding talents have emerged, and the academic qualifications and age structure of employees in management positions and important professional and technical positions have also been improved. For those comrades who do not compete for posts, Bank of China will make proper arrangements by adjusting or adding new posts and attaching posts. And encourage them to constantly increase their knowledge and talents through study and practice, participate in the competition again in the future, and find jobs that suit them.

Third, establish a position system that matches business development.

For a long time, the personnel system of China Bank has followed the rank division of administrative management sequence, and each management post corresponds to a certain administrative level. This single administrative post system makes banks, like government agencies, have long-term overlapping, blank and overlapping functions, thus limiting the potential and enthusiasm of employees. Therefore, in the reform of human resources, Bank of China abolished the "official standard", and through scientific position analysis and evaluation, according to the principles of reasonable process, clear responsibilities, equal rights and responsibilities and the needs of flat management, optimized the position setting, clarified the internal hierarchical structure of each position, and established a new position system that matched the business development.

According to the clear post system, Bank of China proposed to build three teams in an all-round way, namely, to build a high-quality management team, a high-level professional and technical personnel team and a high-quality skill operation team. Specifically, according to the nature and characteristics of the bank's work, China Bank divides the positions into three categories 13 sequence, namely: business management, professional technology and skill operation; Customer relationship, product, operation, transaction, risk management, accounting, auditing and supervision, information technology, legal compliance, human resources, planning research, administrative secretary and other sequences. Through this division of labor, we can guide the diversified career development of employees and promote the reasonable matching of people and posts. Employees can choose their own career development path according to their work needs and personal characteristics. Some people can take business management, and a large number of people can take the road of professional and technical development. And professional and technical positions are divided into four grades from high to low: advanced, advanced, intermediate, junior and advanced professional and technical positions. They have the same responsibilities and rights, and are endowed with corresponding management, decision-making and guidance powers within the scope of business authority. This job classification is to provide employees with a good environment of "being an official with a stage, having opportunities for starting a business, having room for development and having a position in society".

The team of professional and technical talents is the core of the bank's talent team and the most valuable "asset" of the bank. According to the characteristics of the Bank, Bank of China particularly emphasizes that it is necessary to broaden the talents and development space of professional and technical personnel, standardize their qualification management, enhance their professional status, implement their decision-making and management responsibilities in the professional field, and improve their treatment, so as to make them the main body of the talent team of the Bank.

Fourth, build a market-oriented salary management system.

In the design of salary system, Bank of China emphasizes the design of salary level based on post value, taking into account the internal fairness, external competitiveness and personal motivation of salary standard. In the aspect of salary management reform, Bank of China adheres to the market-oriented distribution, takes the local interbank market price as a reference, and implements a competitive salary strategy. Correctly handle the interests of shareholders, banks and employees, and achieve an organic balance between strictly controlling labor costs, ensuring the maximization of shareholders' rights and interests, and attracting and retaining outstanding talents. The second is to adhere to the post-based salary and performance-based salary. China Bank has changed the traditional practice of determining salary according to administrative level, and determined the post value through scientific post evaluation, that is, "setting posts according to needs, fixing salary according to posts, linking with performance, and changing posts into salaries". In job evaluation, knowledge and skills, resource allocation and supervision, working conditions and pressure, responsibility and influence are selected. According to the weights and scores of different factors and referring to the market salary survey data, the salary level of each position in the whole bank is evaluated and determined, which is specific to the salary level of each employee. According to the ability, experience, performance of employees and the matching degree with job requirements, people and posts are matched to guide the development of employees' ability. The third is to establish the concept of "comprehensive incentive" and improve the effectiveness of salary incentives and constraints. Monetary income and non-monetary income, fixed salary and floating salary, immediate income and long-term income, material treatment and non-material treatment of employees all belong to the category of comprehensive incentives. In addition, Bank of China will consider gradually implementing menu-based selective benefits according to the individual needs of employees, so that employees can choose their favorite welfare combinations within the prescribed standards and give full play to the incentive function of benefits.

After the reform, the salary system is mainly based on post performance salary system, and all cash income of employees except personal cash benefits is mainly composed of post salary and performance bonus. The post salary mainly reflects the post value and contribution to the bank, and its level and level are determined according to the post evaluation results, and the performance bonus is determined according to the overall performance completion of the bank and the individual performance evaluation results of employees. In addition, according to the post characteristics and market practices, different posts in different sequences will enter different salary incentive systems, and the combination ratio of post salary and performance bonus is different, and the combination ratio of post salary and performance bonus in different ranks in the same post sequence is also different, which truly reflects the "incentive" function of salary.

Fifth, build a value-oriented performance management system.

Performance management is an important part of incentive and restraint mechanism. In the aspect of performance management reform, China Bank has determined the principle of "responsibility, right, performance and benefit", which organically combines the overall performance of the bank, team performance and individual performance of employees. According to the balanced scorecard method, the performance objectives are mainly the performance and contribution of the team and employees, while the individual performance objectives of employees more reflect the core responsibilities of their posts. The assessment results of employees' performance should be linked to employees' performance bonus and combined with the development of employees' personal potential. According to the personal situation of different employees, measures such as post adjustment, strengthening training, urging improvement and forced withdrawal can be implemented. Through the application of these diversified assessment results, employees are urged to improve their working methods, improve their work quality and efficiency, enhance their personal ability and quality, and at the same time realize their personal career development and the overall performance progress of the bank.

On the basis of summarizing the previous performance appraisal work, Bank of China has built a performance management system with balanced scorecard and EVA as the core, which embodies the unity of strategic orientation and value creation orientation, short-term and long-term goals, financial indicators and non-financial indicators, internal management and external competition, leading factors and lagging results. This system is an interlocking and organically integrated management cycle, including objectives and plans, consultation and communication, evaluation and feedback, reward and improvement. First, establish a scientific goal setting and decomposition mechanism. At the beginning of the year, according to the Bank's development strategy, annual business objectives, work priorities and main responsibilities of each post, performance targets were set for various posts at all levels from top to bottom. At the same time, managers at all levels also discuss with their subordinates and formulate their own ability development goals. Second, establish an institutionalized counseling and communication mechanism. After the goal is determined, managers at all levels should conduct formal counseling and communication with subordinates at least once every quarter, track and master the realization of subordinates' goals, help subordinates understand the gap and improve their abilities, * * * formulate and implement performance improvement and ability improvement plans, or adjust performance goals appropriately according to actual conditions. Third, establish a standardized evaluation and feedback mechanism. Institutions at all levels regularly or according to their own actual organization and implementation of evaluation. The assessment is carried out by combining self-evaluation with superior supervisor's evaluation, with superior supervisor's evaluation as the main method. Fourth, establish a systematic reward and improvement mechanism. The realization of employee's performance and ability development goals is linked to their job adjustment, job exchange and forced withdrawal. Through the application of assessment results, employees are urged to improve their working methods, improve their work quality and efficiency, and make greater contributions to the bank on the basis of enhancing their ability.

Sixth, improve personnel training and recruitment.

In the process of shareholding system reform, Bank of China pays attention to team building and personnel training. In terms of team building and leadership development, Bank of China, in combination with the reform of the appointment system, has strengthened the allocation of leading bodies at all levels by establishing "Four Excellent Teams" with good political quality, good business performance, good unity and cooperation, and good style and image. At the same time, establish a future-oriented management talent pool and strengthen the management of successors. Combined with the actual situation, a three-year plan for the training and development of senior managers has been formulated, and the focus of leadership development is to improve the leadership, execution and control of managers at all levels.

In order to strengthen the construction of professional talents, Bank of China attaches great importance to staff training, and makes full use of Beijing, Shanghai Institute of International Finance and many domestic training centers, as well as overseas training centers in new york, London, Singapore and Hong Kong, to provide targeted training for senior managers, professional technicians and operators. The annual training coverage rate remained above 98%.

The head office cooperates with famous universities in China, such as Peking University, Tsinghua University, Shanghai University of Finance and Economics, City University of London, University of Illinois, etc. Many branch schools also cooperate with local universities in various forms to train professional and technical personnel. Through all kinds of training at all levels, we will constantly broaden the talents and development space of professionals, enhance their professional status, and ensure that the professional team is complete, the ranks are reasonable, the quality is excellent, and the old and new are connected, so as to fully meet the needs of bank operation and development. In order to encourage employees to take various professional courses in their spare time, China Bank provides financial support for employees' further studies. The investment in staff training is increasing year by year. In 2007, the training expenses of the whole jurisdiction reached 284.448 million yuan, and the number of on-the-job training employees reached 6,232.

While strengthening personnel training, Bank of China pays attention to recruiting talents from all over the world. In May, 2005, China Bank openly recruited senior management talents and professional and technical talents for the whole world. The recruitment scope includes 12 positions of department directors and deputy directors of the head office, 2 positions of presidents of domestic tier-one branches, and1/senior professional and technical positions of the head office. This open recruitment caused great repercussions at home and abroad, and * * * attracted 1056 applicants. After written examination, interview and other procedures, 30 people were finally hired, including executives 13 and professional technicians 17. Three of the employees are from overseas.

Analysis of Human Resources Reform in China Bank

A few days ago, in the list of "2005 Ideal Employers for China University Graduates" just released by Swedish Universum Communication Company, which specializes in employer brand management, Bank of China ranked fourth in the comprehensive list of ideal employers, surpassing Citibank, HSBC, Deutsche Bank and other multinational banks, and ranked first in financial enterprises.

This Swedish company, which focuses on employer brand management, is a global leader in the field of employer brand management, and conducts various employer surveys around the world every year. In 2005, the company conducted its first survey in China and distributed questionnaires to business and science students from 36 famous universities in China. From more than 4000 sample answers, the most ideal employer ranking in the minds of graduates is obtained.

As one of the four state-owned commercial banks, China Bank has made such impressive achievements in this survey, which should be attributed to the comprehensive deepening of the shareholding system reform in recent years. As an important part of the shareholding system reform, human resource management reform is the most profound, complex and arduous reform. As early as 2003, BOC hired a well-known American consulting firm as a consultant for human resources reform. After repeated argumentation and revision, combined with the actual and local experience of BOC, the human resources reform plan and implementation plan are designed. In August 2004, human resources reform was initiated at the headquarters level. At the end of 2004, two branches in Jiangsu and Sichuan started the pilot reform. In 2005, the human resources reform of China Bank was fully implemented in the whole jurisdiction. In the process of joint-stock system reform, Bank of China frequently launched major human resources measures, adhered to the people-oriented management concept and the correct thinking of human resources strategic management, simultaneously carried out system reform and mechanism reform, actively promoted the reform of human resources management systems such as post management, salary management and performance management, vigorously strengthened the construction of talent teams, and comprehensively promoted the transformation from traditional personnel management to modern human resources management.

The human resources reform of China Bank has many wonderful points, which are really worth learning from domestic banks.

There were no mass layoffs.

"Heavy burden on employees" is a stumbling block for the development of all state-owned enterprises. Under the traditional system, due to various reasons, most enterprises will have the phenomenon of "total staff expansion" and "redundant staff precipitation". In the words of people in the industry, it is "people who want to retire can't." Therefore, once there is the opportunity of "reorganization", many enterprises first think of "layoffs" and let enterprises "change blood" by reducing redundant staff. However, at the beginning of the reform, BOC first announced that "there will be no mass layoffs" and "the burden will not be pushed to the society".

Adhering to this commitment is the full embodiment of China Bank's sense of social responsibility. At the same time, it also stems from the "talent view" that the bank has always adhered to, that is, "human resources are the first resource" and "everyone can become a talent". At present, BOC has about 220,000 employees, of whom nearly 70% have college education or above. Bank of China believes that there is great potential among employees, and the number of employees is small. The key is whether there is a good mechanism to bring the ability and enthusiasm of employees into play. If there is no good mechanism, even if some employees are eliminated, it will not only harm the interests of these people, but also cause certain unstable factors. At the same time, it may not be able to attract, retain and give play to the enthusiasm of talents.

In the process of reform in the past two years, BOC kept this promise and did not take the initiative to lay off employees, thus ensuring the smooth progress of the reform.

Cancel the administrative title

This reform of China Bank has completely broken the long-standing "official standard" system of state-owned enterprises. Through job sorting and job analysis, we should set up posts as needed, cancel administrative levels, and replace the administrative positions and levels of former directors, deputy directors, section chiefs, deputy section chiefs and other cadres with a new position system, thus changing the position system dominated by a single administrative position.

Combined with institutional reform and process integration, the Head Office and branches at all levels have established three job sequences of business management, professional technology and skill operation, and opened up three career development channels in parallel. The functions, responsibilities and qualifications of various posts at all levels are clear, which not only lays the foundation for strengthening internal management and hiring talents as needed, but also points out the direction for guiding employees' diversified career development. Employees can expand their career and realize their self-worth by choosing and passing these three lines.

Competitive selection of positions

The bank reform in China has completely broken the "tenure system", established a fair, open and just talent selection mechanism through two-way selection and open competition, and optimized the personnel structure according to the new post system. In order to ensure that the right talents are used in the right positions, Bank of China, in combination with the post system reform, put forward clear requirements for different types and levels of posts, and selected talents through various forms and procedures such as post announcement, personal declaration, written examination, interview, organization inspection and party committee research. In some key positions, scientific talent evaluation methods such as ability evaluation and structured interview are also introduced to improve the accuracy of selecting and employing people.

Through the reform of the appointment system, a number of outstanding talents have emerged, and the academic qualifications and age structure of employees in management positions and important professional and technical positions have also been improved. For those comrades who are not competing for posts, Bank of China will make proper arrangements by adjusting or adding new posts and attaching posts. And encourage them to constantly increase their knowledge and talents through study and practice, participate in the competition again in the future, and find jobs that suit them.

Improve the labor contract

As early as a few years ago, most employees of China Bank signed labor contracts with the bank. However, because the banking system has not changed fundamentally, the legal role of contracts has not really been reflected, and most employees are open-ended contracts. In a sense, employees still retain the status of "ownership by the whole people", and the employment of banks has not achieved real marketization.

In August 2004, China Bank Co., Ltd. was formally established, which not only marked a fundamental change in the management system of China Bank, but also marked a change in the name of its corporate body. Taking advantage of this opportunity, Bank of China organized a comprehensive labor contract modification and signing in combination with post appointment, which not only adjusted and improved the contract text and related contents according to the needs of legal subject modification, but also enriched the content of post agreement, making the rights and obligations of both banks and employees more clear and standardized.

In addition, the Bank of China has also strengthened the management of the contract term. For some basic posts and temporary posts, short-term contracts and temporary contracts are signed according to the actual working conditions of employees in banks, which ensures the flexibility of employment. For those who are still not qualified for the post or have illegal acts after repeated training, the labor contract shall be suspended or terminated according to law, so as to unify the full-time labor contract system with the full-time competitive employment system, completely break the tenure system of employees, and lay the foundation for ensuring that employees can enter and leave.

Marketization of salary system

The reform of China Bank broke the "big pot", took the post value as the core, took into account the internal fairness, external competitiveness and incentive effect of the salary standard, and established a market-oriented salary system and a perfect incentive mechanism. The reformed salary system adheres to management orientation, value orientation, ability orientation, performance orientation and market orientation, and provides competitive salary.

Through job evaluation, Bank of China has changed the traditional practice of determining salary according to administrative level. In job evaluation, knowledge and skills, resource allocation and supervision, working conditions and pressure, responsibility and influence are selected, and according to the weights and scores of different factors and referring to the market salary survey data, the salary grades of all positions in the bank are evaluated and determined. Specific to the salary level of each employee, we will also implement job matching according to their ability, experience, performance and the degree of matching with job requirements to guide the development of employees' ability.

After the reform, the salary system is mainly based on post performance salary system. All cash income of employees except personal cash benefits is mainly composed of post salary and performance bonus. Post salary mainly reflects the post value and contribution to the bank, and its level and level are determined according to the post evaluation results. The performance bonus is determined according to the overall performance completion of the bank and the individual performance appraisal results of employees. In addition, according to the post characteristics and market practices, different posts in different sequences will enter different salary incentive systems, and the combination ratio of post salary and performance bonus is different, and the combination ratio of post salary and performance bonus in different ranks in the same post sequence is also different, which truly reflects the "incentive" function of salary.

In the process of human resources reform, the leaders of China Bank repeatedly stressed: "China Bank has a good talent advantage, and its employees are its most valuable resources."

In fact, as a professional and knowledge-intensive organization, the competition for talents has become the most influential competition in the world. In the joint-stock reform of state-owned banks in China, China Bank adheres to the core concept of "people-oriented" human resource management reform, with the aim of fully mobilizing people's enthusiasm and improving people's quality, and promoting enterprise development with people's initiative. Establish a market-oriented human resource management system and an effective incentive and restraint mechanism that combines job promotion, personnel entry and exit, training and use, build a platform for employees to realize their career development, and maximize the bank value and personal value of employees.

The human resources reform of China Bank has taken a unique path.

Strengthen performance management

In order to ensure the effective operation of the incentive and restraint mechanism of "position can be promoted or lowered, personnel can enter or leave, and income can be high or low", it is necessary to make a reasonable evaluation and effective management of employees' performance, and determine the position promotion, personnel entry and exit and income level according to the performance.

On the basis of summarizing the performance appraisal work over the years, Bank of China has changed the traditional appraisal method of "focusing only on results but not on process", built a performance management system oriented to strategy and value creation, and established a lever for the new incentive and restraint mechanism. This system is an interlocking and organically integrated management cycle, including objectives and plans, consultation and communication, evaluation and feedback, reward and improvement. The reform mainly includes four contents:

The first is to establish a scientific goal setting and decomposition mechanism. At the beginning of the year, according to the Bank's development strategy, annual business objectives, work priorities and main responsibilities of each post, performance targets were set for various posts at all levels from top to bottom. At the same time, managers at all levels also discuss with their subordinates and formulate their own ability development goals. The second is to establish an institutionalized counseling and communication mechanism. After the goal is determined, managers at all levels should conduct formal counseling and communication with subordinates at least once every quarter, track and master the realization of subordinates' goals, help subordinates understand the gap and improve their abilities, * * * formulate and implement performance improvement and ability improvement plans, or adjust performance goals appropriately according to actual conditions. The third is to establish a standardized assessment and feedback mechanism. Institutions at all levels regularly or according to their own actual organization and implementation of evaluation. The assessment is carried out by combining self-evaluation with superior supervisor's evaluation, with superior supervisor's evaluation as the main method. The fourth is to establish a systematic reward and improvement mechanism. The realization of employee's performance and ability development goals is linked to their job adjustment, job exchange and forced withdrawal. Through the application of assessment results, employees are urged to improve their working methods, improve their work quality and efficiency, and make greater contributions to the bank on the basis of enhancing their ability.

Global talent recruitment

In May, 2005, China Bank openly recruited senior management talents and professional and technical talents for the whole world. The recruitment scope includes 12 positions of department directors and deputy directors of the head office, 2 positions of presidents of domestic tier-one branches, and1/senior professional and technical positions of the head office. This open recruitment caused great repercussions at home and abroad, and * * * attracted 1056 applicants. After written examination, interview and other procedures, 30 people were finally hired, including executives 13 and professional technicians 17. Three of the employees are from overseas.

Prior to this, in 2004, Bank of China organized a series of open recruitment for senior management positions, such as the presidents of Gansu and Hainan branches and the vice president of BOC Hong Kong. At the same time, Bank of China actively introduced foreign experts to the world: On June 5438+ 10, 2005, Bank of China officially hired an American expert who had worked in the senior management of HSBC for many years as the credit risk director (CCO) of Bank of China. This is the first important attempt by state-owned commercial banks to introduce international professionals into senior management, which shows the determination of BOC to vigorously promote reform and strengthen corporate governance, especially to strengthen its risk management capabilities and improve its risk management level. In addition, according to the corporate governance mechanism and relevant requirements of the Articles of Association, Bank of China currently employs three foreign experts with rich management experience as non-executive directors, independent directors and senior consultants of the Board of Directors of the Head Office.

Training professionals

Reform and development are two basic tasks of human resource management. In the process of share reform, China Bank paid attention to the reform of human resource management mechanism, team building and talent training, which laid the foundation for the bank's sustainable development.

In terms of team building and leadership development, Bank of China, in combination with the reform of the appointment system, actively carried out the activities of creating "four good teams" (good political quality, good business performance, good unity and cooperation, and good style and image) and strengthened the construction of leading bodies at all levels. In 2005, the team adjustment of domestic tier-one branches reached 35%. At the same time, a future-oriented management talent pool has been established, and the management of successors has been strengthened. The Bank has also formulated a three-year plan for the training and development of senior managers based on the actual situation, with improving the leadership, execution and control of managers at all levels as the focus of leadership development.

In order to strengthen the construction of professional talents, Bank of China has made full use of training resources at home and abroad, intensified the introduction of overseas mature courses, and kept the annual training coverage rate above 95%. According to the needs of business development, product development and management reform, the whole bank has carried out various forms, rich content and close to reality training. The head office cooperates with universities at home and abroad such as Tsinghua University, Shanghai University of Finance and Economics, City University of London and University of Illinois. Many branch schools also cooperate with local universities in various forms to train professional and technical personnel. Through all kinds of training at all levels, we will constantly broaden the talents and development space of professionals, enhance their professional status, and ensure that the professional team is complete, the ranks are reasonable, the quality is excellent, and the old and new are connected, so as to fully meet the needs of bank operation and development.

While strengthening the construction of professional talents, BOC also pays attention to the cultivation of compliance awareness, service attitude, professionalism and professionalism of all employees. Through the 40-hour training system, the employee training plan is implemented layer by layer to improve the professional quality and work skills of employees. More than 4,700 full-time training sessions were held at home and abroad throughout the year, with 1.9 million person-times. At the same time, the electronic training system is used to carry out comprehensive legal compliance tests throughout the jurisdiction and cultivate a compliance culture. Nearly 200,000 employees from 37 branches and departments of the Head Office participated in the test, with an average passing rate of 99.73%.

After continuous reform and practice, the achievements of human resource management reform of China Bank have been fully affirmed by the industry and public opinion.

After the shareholding system reform, China Bank is increasingly developing into an international big bank, which is more and more energetic and attractive in the eyes of young job seekers. With its good reputation and strong brand, China Bank has continuously absorbed outstanding talents at home and abroad, laying a solid human resource foundation for sustainable development.