LC银行高管薪酬管理方案优化设计[范文]

       随着金融业改革的进行，城商行、农商行、民营银行纷纷成立，迅速崛起，行业竞争日益加剧。金融业本身具有资源密集、知识密集和科技密集的行业特点，这确定了金融企业核心竞争力的建设离不开人才的引入、使用和培育。面对新的机遇与挑战，为了能够有效的保留和吸引优秀人材，在日渐激烈的金融人才争夺趋势中不落下风，如何吸引和保留一支高素质的高管团队为银行薪酬管理工作提出了更高要求。

Abstract

With the financial industry reform, the city commercial firms, agricultural firms, private banks have set up, the rapid rise of industry competition is increasing. The financial industry itself has the characteristics of capital-intensive, knowledge-intensive and technology- intensive industries, which determines that the core competitiveness of financial enterprises can’t be separated from the introduction, use and cultivation of talents. In the face of new opportunities and challenges, in order to be able to effectively retain and attract talented people, in the increasingly fierce financial talent battle does not fall, how to attract and retain a high-quality executive team for the bank compensation management work Higher requirements.

LC banks since 2004 to gradually implement the annual salary system, to enhance the management of the autonomy and enthusiasm of the staff to improve business performance has achieved some success. But because the reform is only part of the change, there are still some problems: in accordance with the job grade and service life to determine the level of salary management methods are not scientific, annual salary distribution program is not directly linked with the performance of enterprises, annuity distribution program did not consider the results of performance appraisal, housing Subsidy management methods are welfare nature, these are lack of incentives.

The main content of this paper is to design the salary management system which is more in line with the development strategy for the optimization of the LC bank from the theories of principal-agent theory, human capital theory, incentive theory, social comparative theory and championship theory according to the requirements of modern commercial banks. Labor productivity, and constantly enhance the core competitiveness of banks. By drawing lessons from the successful experiences and practices of foreign commercial banks, this paper makes a comparative analysis, and designs a salary management system which is more suitable for the main problems of the LC bank salary management system. Based on the IPE salary level design, based on the KPI assessment of the annual salary management program optimization design, based on the length of service and KPI assessment of the annuity management program optimization design, based on the job level of housing subsidy management program optimization design four parts.

In summary, this article from the theory and practice of the LC bank executive compensation management program to optimize the design, not only enriched the theoretical content of executive compensation management, but also for the practice of commercial banks to provide a reference.

Keywords: Executive compensation; Compensation management;Bank; IPE; KPI

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