摘要
随着金融全球化的发展趋势,我国金融市场日益幵放,外汇管制逐步放
开,外资银行在中国取得了长足的发展。外资银行和金融机构的大量涌进,
国内商业银行和金融机构的不断成立和扩张,令优秀的金融人才显得尤为稀
缺。商业银行作为知识密集型的服务性行业,决定了其经营管理必须以人为
本,注重对人才的选拔、培养及使用。因此,中外资银行之间的竞争,归根
结底是人才的竞争。

为适应中国独特的经营环境,外资银行都不同程度上使用了人力资源本
土化的战略。外资银行不但在招聘一般员工时应以本地人力资源为主,在高
级管理人员和关键岗位中也应积极启用国内高级管理人才和金融专业人才。

人力资源本土化成为外资银行快捷有效且成本收益率相对较高的途径。

本文以某港资银行(以下简称s银行)为例,对外资银行人力资源管理
本土化战略进行了深入研究。论文比较了中外资银行人力资源管理的特点,
提出外资银行在人力资源管理上不能照搬照抄母行的模式,要熟悉中国的有
关法律法规,领会其立法的出发点和精髓,提高人力成本使用效率;结合S
银行自身的发展战略、人力资源管理现状,国内的文化环境和有关法规,提
出s银行人力资源管理在现阶段可以改进的建议,对中资银行也有一定的借
鉴意义。

关键词:外资银行;人力资源管理;本土化战略;s银行
Abstract
With the trend of financial globalization, opening of China's financial market,
and deregulation of foreign exchange controlling, foreign banks in China have made
great progress. In the competition of size, product,quality and so on, human
resources are the most important to all the banks, and excellent financial talents are
especially scarce. As knowledge-intensive services industry, banks must ‘Take
Human as the essentials', pay attention to select people of talent, and carry our
professional training. How to attract and retain talent, enhance the bank's soft strength,
become the main challenges facing the banks.
To adapt China's local business environment, foreign banks carry oul the human
resources localization strategy in varying degrees. They recruit the local people not
only to the general positions, but also to the senior management and key positions.
Usually these talents have international view, are familiar with local financial market,
have rich management experience and professional knowledge, and are able to
control the risks.
In this thesis a Hong Kong Bank (hereinafter referred to as S) is discussed and
studied as an example about the foreign bank's human resources management
localization strategy. The author analyses differences of human resources
management between Chinese banks and foreign banks, foreign banks' human
resources management localization strategy and local policies. Combing the local
policies (such as the newly revised law on individual income tax) and bank's human
resources management localization strategy, the author put forward several feasible
proposals of S bank accordingly.
Key words: Foreign Banks; Human Resources Management; Localization Strategy; S
Bank