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近年来农行一直致力于股改,股改不应是单一的股权配置和企业上市,更重要的是推进企业内部机制的健全和完善。农行作为四大行有两个数据最引人注目,一是基层网点数量多,二是员工队伍庞大。目前农行拥有44万员工且员工老龄化问题特别严重,以浙江省临海农行为例,员工数268人,但“80后”青年员工只有40多人,近5/6比例的员工集中在30岁以上,而其中具有高学历的又大多集中在“80后”青年一代,形势不容乐观。如何保护和正确引导80后这批新生力量,使之成为农行今后发展的主力军,是当前农行人才战略的一个重点,关系到农行整体软实力的成败。
In recent years, ABC has been committed to stock reform, stock reform should not be a single equity allocation and listing of enterprises, more importantly, promote the sound and perfect internal mechanisms. Agricultural Bank of China as the four lines of the two most striking data, one is the number of grass-roots outlets, and second, a huge workforce. At present, ABC has 440,000 employees and the problem of employee aging is particularly serious. Taking Linhai Agricultural Bank of Zhejiang Province as an example, the number of employees is 268, but there are only more than 40 young employees and nearly 5% to 6% of employees in the “80s” Over 30 years of age, but highly educated and most of them concentrated in the “post-80s” young generation, the situation is not optimistic. How to protect and correctly guide these freshmen forces after 80 so that they will become the mainstay of the future development of ABC is a key point of ABC’s current talent strategy and is related to the success or failure of ABC’s overall soft power.