Author|Bank Liu, Huang Kaili, Xu Jie, Agricultural Bank of China
Synopsis:
- Strengthening the professional care of grassroots employees of commercial banks is an important aspect of promoting the effective development of business and the construction of grassroots cadres and talents.
- Grassroots corporate account managers are typical representatives of grassroots employees, and it is of great significance to study the professional care of grassroots corporate account managers to strengthen the professional care of grassroots employees.
General Secretary Xi Jinping emphasized that it is necessary to thoroughly implement the strategy of strengthening the country with talents in the new era, cultivate, introduce and make good use of talents in an all-round way, and accelerate the construction of the world's important talent center and innovation highland. In order to serve the real economy and promote high-quality development, commercial banks must accelerate the cultivation of a large number of high-quality and professional grassroots cadres and talents. Strengthening the professional care of grassroots employees of commercial banks is an important aspect of promoting the effective development of business and the construction of grassroots cadres and talents.
Grassroots corporate account managers are typical representatives of grassroots employees, and it is of great significance to study the professional care of grassroots corporate account managers to strengthen the professional care of grassroots employees. To this end, the R&D Department of Agricultural Bank of China Wuhan Financial Research Institute has set up a special research group to investigate and study the professional care of corporate account managers at the grassroots level. On the basis of questionnaire surveys, training course discussions, interviews and other surveys on the professional care of 903 grassroots corporate account managers in H province in central China, the research group analyzed the current situation and practical necessity of the professional care of grassroots corporate account managers, and further put forward countermeasures and suggestions to strengthen the professional care of grassroots corporate account managers.
The main characteristics and trends of professional care for corporate account managers at the grassroots level
Judging from the survey, the professional care of corporate account managers at the grassroots level shows some outstanding characteristics, which are worthy of attention.
●A relatively high sense of professional value
The survey results can be observed from five dimensions: social class, welfare benefits, work intensity, peer matching, and stress impact. On the one hand, 74.42% of grassroots corporate account managers believe that they belong to the top 50% of the middle-to-high-income group, indicating that more than 70% of grassroots corporate account managers have a relatively high local income; on the other hand, 69.77% of grassroots corporate account managers think that their positions belong to high-intensity work, 53.49% think that the pay and income are not equally matched, and 40.86% think that the pressure causes them to feel very tired, reflecting the integration of financial technology, intensified competition in the same industry, In the context of the new era and new situation such as the acceleration of transformation and development, the work pressure of grassroots corporate account managers has increased.
At the same time, the research results of seminars and interviews found that: first, there is a close relationship between the professional value of corporate account managers at the grassroots level and the regional environment in which they are located, and the professional value of county banks is higher than that of large cities as a whole, but on the whole it shows a certain downward trend. Second, with the acceleration of social development, the demand for corporate account managers at the grassroots level tends to be diversified, spiritualized and personalized, and the high-intensity work and more overtime brought about by the intensification of competition in all aspects have squeezed the leisure time and affected the sense of professional value to a certain extent. Third, the intensification of market competition is the main source of increased pressure on corporate account managers at the grassroots level, and the competition in the financial industry is accelerating, and the industry is seriously involuted.
●The sense of professional accomplishment is mainstream and positive
The data of the questionnaire show that the mainstream of professional achievement of grassroots corporate account managers is positive, but there are still a few "extremely low professional fulfillment". On the one hand, the positive evaluations of the four factors of work passion, sense of achievement, sense of belonging and happiness accounted for 83.72%, 62.79%, 69.77% and 67.45% respectively, and those with a higher sense of professional achievement were at a higher level as a whole. On the other hand, the four factors of work passion, sense of achievement, sense of belonging, and sense of happiness accounted for 2.33%, 9.30%, 6.98%, and 9.30% respectively (see Figure 1), which accounted for a low proportion as a whole, but it was easy to spread and have adverse effects, and must be paid attention to and dealt with.
At the same time, through the interview, we learned that: first, the factors that affect the professional achievement of corporate account managers at the grassroots level are diverse, including factors such as external economic development and financial situation, as well as differentiating factors between different individuals. Second, the demand for professional fulfillment of corporate account managers at the grassroots level has shown an "upward" trend, and more attention has been paid to factors such as spiritual needs and self-worth realization. Third, most account managers said that the grassroots corporate account manager is a very challenging position, and it is a key position for the growth and training of cadres and talents.
●Professional loyalty is generally high
The questionnaire data shows that the grassroots have a relatively high professional loyalty to the corporate account manager team, but there is also a phenomenon of "thinking change", which is worthy of vigilance. From the perspective of the work willingness and resignation status of grassroots corporate account managers, 27.91% of them "work forever", 67.44% of them "have no plan and work for a period of time", and the two together account for 95.35%, which belongs to the group with a high sense of belonging to the unit and high relative loyalty. Among the corporate account managers who resigned, 86.05% were in the 20-30 age group, and 72.09% had been in office for 2-5 years. From the perspective of the psychological feelings of grassroots corporate account managers, even if they encounter a good opportunity to change jobs, only 4.65% choose to "immediately change jobs", while 4.65% "don't feel sorry for losing their jobs", which shows that the grassroots have relatively high professional loyalty to corporate account managers.
The questionnaire data and interview results comprehensively reflect that: first, a small number of grassroots corporate account managers are unstable, and the influencing factors include inadaptability to the position, career satisfaction and loyalty, etc., which need to be paid attention to. Second, factors such as the enhancement of social and professional mobility, the increase of employee selectivity, and the increase in the pressure of life in big cities have greatly affected the professional loyalty of grassroots to corporate account managers, which requires comprehensive evaluation and differentiated policies.
●Career development deserves more attention
The data shows that grassroots corporate account managers have a high level of career planning, and have pursuits and dreams for future career development. In terms of career planning, 79.07% of them have been given guidance by their units, and 83.73% have their own career plans. For future career development, 39.53% of the grassroots corporate account managers are willing to take root in their outlets, and 25.58% of the grassroots corporate account managers have a career plan for transfer, adjustment or promotion within the system, showing strong professional initiative. However, more than 20% of the grassroots corporate account managers said that their units had not given career planning guidance, and 4.65% of the grassroots corporate account managers had plans to change jobs or resign.
At the same time, the interview also learned that: first, there is still a lot of work to be done in the planning, guidance and systematic training of corporate account managers at the grassroots level; second, the willingness of grassroots managers to exercise in multiple positions is relatively strong; third, the grassroots account managers are more likely to reflect that the career promotion channel is relatively narrow, and there are relatively few professional posts at the grassroots level, which needs to be considered and appropriately arranged.
It is necessary to strengthen the practical necessity of professional care for corporate account managers at the grassroots level
First, the new era puts forward new requirements for the professional care of corporate account managers at the grassroots level.
At present, the professional demand for corporate account managers at the grassroots level is characterized by upward shifting, diversification, and personalization. In addition to salary, the grassroots most important to corporate account managers is the promotion mechanism and development platform, welfare, working atmosphere, etc., the overall demand for professional care for corporate account managers is diversified, in addition to salary and other material incentives, career development, cultural atmosphere, self-realization and other high-level needs have increased significantly. Specific to the value of the post, the grassroots level attaches importance to the corporate account manager to exercise comprehensive ability, be able to contact all aspects of society, and have a sense of accomplishment in work.
Second, the objective reality is forced to strengthen the professional care of corporate account managers at the grassroots level.
In recent years, under the influence of the macroeconomic situation, the banking industry has shifted from soaring to vertical fields, and the pressure on branch performance, marketing, and risk management has continued to increase. The top three sources of the biggest pressure on grassroots corporate account managers are heavy assessment plan tasks, less rest time, and customer marketing pressure, of which 27.10% of grassroots corporate account managers believe that the assessment plan tasks are heavy, and the concentration is the highest among all options, and the contradiction between the planning tasks of grassroots outlets, marketing pressure and insufficient personnel is more prominent, therefore, strengthening the professional care of grassroots corporate account managers is not only the due meaning of people-oriented, but also the inevitable requirement of practical development.
Third, the low satisfaction reflects the urgency of the professional care of corporate account managers at the grassroots level.
76.74% of the grassroots managers were satisfied with the unit, and 23.26% were other options. From the perspective of promotion mechanism and development platform, 58.14% were basically satisfied or above, and 41.86% were somewhat dissatisfied or very dissatisfied. From the comprehensive point of view of the two satisfactions, there is a large proportion of dissatisfaction with the corporate account manager at the grassroots level.
On the one hand, it shows that there is a shortage of professional care for corporate account managers at the grassroots level, and on the other hand, it also shows that there is a long way to go for the professional care of corporate account managers at the grassroots level, especially in how to strengthen the professional care of corporate account managers at the grassroots level, and improve professional satisfaction and professional loyalty.
Countermeasures and suggestions for further strengthening the professional care of corporate account managers at the grassroots level
●Strengthen the top-level design and enhance the guidance of the system
The first is to clarify the overall idea. Strengthen the professional care of grass-roots corporate account managers as a strategic task, focus on the construction of high-quality talent team and other goals, adhere to the people-oriented concept, service development strategy, highlight the "seven aspects" of salary inclination, career development, pressure reduction and burden reduction, environmental improvement, difficulty assistance, physical and mental care, and quality improvement, and build a professional care system for grass-roots corporate account managers.
The second is to clarify the boundaries of responsibility. Take the professional care of grassroots corporate account managers as a systematic and long-term work. The head office should do a good job in top-level design, issue guiding opinions, measures and methods, and clarify work requirements. Banks at all levels are responsible for promulgating specific implementation plans, formulating clear policy mechanisms and implementation measures, clarifying relevant responsibilities, and focusing on the full guidance of each stage and link. Through a clear boundary of responsibility, the problem of who will do the target task is solved, and a constraint and assessment mechanism is formed in which each party is responsible for its own responsibilities and fulfills its duties.
The third is to clarify the promotion process. Establish a process mechanism for continuous advancement, and issue detailed plans, planning drawings, construction drawings, fire line drawings, and operational drawings for the "six major processes" of policy introduction, plan formulation, promotion of implementation, inspection and feedback, supervision and accountability, and improvement and improvement, and tabulate and list the responsible tasks according to the time stage and the responsible object, and comprehensively clarify the ideas, directions, priorities and paths, so as to ensure that the promotion process is clear and the implementation is in place.
●Strengthen policy support and enhance the traction of mechanisms
The first is to increase the number of cadres and the construction of the reserve pool to favor grassroots employees. Give full play to the post incentive and restraint mechanism, open up the two-line promotion channel of management posts and professional posts, broaden the growth path of grassroots employees, break the ceiling of career development, establish an incentive mechanism of "being able to go up and down", and comprehensively improve the enthusiasm of grassroots managers and directors of corporate account directors to start a business. The grass-roots corporate account managers with positive moral character, high education, good performance, and willingness to work are selected in a timely manner, and a reserve cadre team with sufficient quantity, excellent quality, reasonable structure, and echelon allocation will be established, and dynamic management will be implemented and bold selection and appointment.
The second is to insist on salary and benefits to grassroots employees. In accordance with the principle of tilting resources to key positions and key personnel, study the implementation plan for the distribution and growth of salaries and benefits for corporate account managers at the grassroots level. Explore the penetrating assessment method for corporate account managers at the grassroots level, focus on evaluating and assessing core indicators, and encourage them to strive for a larger salary amount through outstanding performance. For the long-term conscientious, hard-working, and good performance, no violations of rules and disciplines of the grass-roots corporate account managers are promoted, and guide them to take root at the grass-roots level and start a business.
The third is to strengthen the career planning and training of grassroots employees. Fully understand the demands of career development, provide professional career planning and guidance through internal and external experts, clarify the relationship between career planning and development and factors such as education, major, personality and job history, and improve the pertinence and practicability of career guidance. A new pattern of career development for grassroots corporate account managers can be gradually constructed with "horizontal flow, vertical promotion, multi-dimensional development, and dynamic adjustment". Establish a pragmatic and efficient training and management mechanism, design training programs in a targeted manner, and continue to promote the sustainable development of grassroots talents.
●Strengthen model reform and enhance the driving force of innovation
The first is to rely on party building to build a long-term mechanism for professional care of account managers. Strengthen the construction of grass-roots party organizations, promote business development and professional care for customer managers, and implement the construction activities of grass-roots party organizations such as the establishment of party building contact points for cadres and the construction of grass-roots party organizations such as "lump sum squatting" assistance, and continuously enhance the awareness and ability of leading cadres to do a good job in humanistic care, closely contact the grassroots, timely understand and grasp the work dynamics of outlets, and make more efforts to respect, care, guide and motivate people, and effectively play the "two roles".
The second is to build a platform to innovate the ways and means of psychological care for account managers. With the help of internal and external resources, actively build a psychological counseling platform, build a psychological problem prevention mechanism, a timely detection mechanism for psychological problems, and a full counseling mechanism for psychological problems, and correctly guide account managers to reduce pressure at the source, reduce pressure through activities, and decompress with positive energy through a variety of activities such as situational counseling, self-spiritual courses, and team energy flow, so as to deal with stress scientifically and reasonably.
The third is to be people-oriented, and strive to do a good job in helping account managers in difficulty. Establish the "four mechanisms" of dynamic management mechanism for difficult account managers' files, hierarchical assistance mechanism, assistance publicity and supervision mechanism, and multi-channel rescue mechanism, and provide timely assistance to account managers who are in difficulty in case of accidents, major diseases, accidental injuries, etc., through love funds, insurance supplements, employee donations and other ways to ensure that they can tide over difficulties. At the same time, strengthen the ideological and spiritual assistance to the difficult account managers, do a good job of regular return visits, and help the difficult account managers open their hearts and face life happily.
●Strengthen management optimization and improve execution support
The first is to understand the "two ends" thoroughly and make the professional care of the account manager practical and deep. Combine the spirit of understanding the superior with the appeal of the account manager, adhere to the problem-oriented, start from the actual place, start from bit by bit, sort out the problem, find out the countermeasures, formulate the plan, integrate the relevant resources, and promote the implementation in depth.
The second is to highlight the norms and improve the professional care guarantee mechanism for account managers. In the process of exploration and innovation, we will gradually find out the rules, form a long-term mechanism and institutional norms, and promote the institutionalization and normalization of professional care for account managers. For example, increase the salary incentives of account managers, streamline assessment indicators, optimize systems and processes, and promote intensive and scientific operations; in terms of career development, innovate and launch action carriers such as "career navigation", "career growth", "career merit" and "career dream", so as to build a platform and expand channels for customer managers to grow and become talents.
The third is to promote experience and give full play to the role of typical guides. It is necessary to be good at cultivating and discovering typical accounts, and conduct targeted mining for account managers with good practices, characteristics, effects, fast growth and good development, regularly carry out excellent account manager exchange meetings, explore successful experiences and practices with replication, and achieve common progress through observation and learning, typical demonstrations, interactive questions, mutual learning and mutual assistance. The use of briefings, reference documents, microblogs and corporate culture construction and other "media" in the industry to publicize, play a good leading, driving and demonstration effect.
(Editor in charge: Lv Jingjing)