將針對個案銀行大陸地區分行人力資源相關問題進行剖析，利用斯巴達人才供應鏈模式的理論，將個案銀行的人才規格、人才規劃、人才獲取、人才發展、人才評鑑、人才盤點與人才留任等一系列的策略，與相關理論進行逐項的探討，找出銀行實務運作與學理上的差距，明確地找出問題之根源並逐一探討解決方案。;The business strategy for Taiwanese banks to set up branches in China, is mainly focusing on Taiwanese enterprises and subsidiaries in short-term, then gradually build up relationships with Chinese enterprises or companies in long-term. According to the bank’s strategy, some bank′s human resources strategy is hiring more Taiwanese employees than locals. Not only managers, but also important positions are Taiwanese. Most of the Chinese employees are on the lower position, dealing with daily routing works, only few of them are on the management positions.
Take the case bank for example, by the regulations of head office in Taiwan, the service time for employees to stay in overseas branches is limited, about three to five years. It is not easy for the bank to operate smoothly, while employees are changing so frequently. In addition, because Taiwanese employees occupy all the management positions, it is not easy for mainland employees to be promoted. The chance of promotion is low, and it is impossible for them to stay long.
Due to the rapid growth of the branch business in China and the shortage of talents, the overseas talent pool of the Taiwan head office can no longer fully meet the actual demand. The construction and improvement of the talent supply chain is the top priority. Only by diversifying recruitment channels can the overseas talent demand be filled timely and efficiently.
Analyzing the human resource related problems of case bank’s mainland branches they have, using the theory of Sparta talent supply chain model, we check the case bank’s talent strategies, including talent specification, talent planning, talent acquisition, talent development, talent assessment, talent review and talent retention and so on item by item. Researching the gap between bank practical operations and theoretical, in order to find out the cause of problems and give them my solutions