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本文拟就如何做好中国银行岗前培训工作谈点浅见。 一、岗前培训的必要性 岗前培训,一般是指对具有一定文化基础的职工进行的、以在短期内达到能上岗操作为目标的培训。随着我国金融事业的发展,中国银行的业务量不断扩大,人员数量也随之迅速增加。如南宁分行1988年建行时仅有13名员工,是一个只能办理一般业务的办事处,年业务量不过100万笔。而到1994年底,已发展成为一家能办理各项综合业务,具有较强经济实力和竞争能力的专业银行,年业务量达到388万笔,是建行时的3.8倍;现拥有员工603人(含4个县支行),员工年平均增长35%。目前老银行职工占53%,入行不满三年的新职工占47%;大中专毕业生占20%,其他(商调、招聘、复退转业)人员占51.5%。因此,为了确保进入岗位后的工作质量,对新行员的学习和老行员的再学习的岗前培训十分必要。
This article intends to talk about how to do a good job in pre-job training for Chinese banks. First, the need for pre-job training Pre-job training, generally refers to the workers with a certain cultural basis, in order to achieve the job in the short term can be targeted training. With the development of China’s financial industry, the Bank of China’s business volume has been constantly expanding, and the number of its staff has also increased rapidly. For example, Nanning Branch only had 13 employees at CCB in 1988, which is an office that can only handle general business, but the annual business volume is only 1 million. By the end of 1994, however, it has developed into a specialized bank capable of handling all kinds of integrated businesses with strong economic strength and competitiveness. The annual volume of business reached 3.8 million, 3.8 times that of CCB; now employs 603 people (including 4 county branch), the average annual growth of 35% staff. At present, 53% of the employees in the old bank account for 47% of the new staff members who have been in business for less than three years, 20% of the graduates of colleges and secondary technical secondary schools, and 51.5% of the other staff members (business transfer, recruitment and re-entry). Therefore, in order to ensure the quality of the work after entering the post, it is necessary for the training of new members and pre-service training of veteran members to re-learn.