随着日益发展的人工智能时代逐渐融入我们的生活，从未来发展的角度看，人类已经 站上了“互联网+”向“人工智能”转变的高地之上，它已经成为我们这个时代最为亮眼 的科技创新。阿尔法狗连续战胜了韩国围棋国手李世石、中国围棋国手柯洁，银行业的首 家“无人银行”在上海已正式对外开放，无人超市、无人餐厅都来到了我们身边，越来越 多的工作正在被人工智能取代，而且科学家们还在继续研发更加智能的机器人，许多行业 都遭受了不同程度的影响，而银行业是首当其冲的。各银行及员工都想谋求更好的职业发 展，同业竞争日趋白热化，员工往往利用离职的方式进入同业或者第三方支付机构，以获 取更有竞争力的工作岗位。他们带走了大量的存量客户及关联资源，使银行内部遭受巨大 的经济利益损失的同时还大大增加了人力重置成本。 A银行B分行信用卡团队在2016年正式开业，至2020年11月，离职人数已达781 名，员工流失对团队发展、战略规划都造成了不小的影响，如何控制员工流失成了A银行 B分行信用卡团队亟待解决的问题。为了深入了解员工流失的真正原因，在原始离职样本 信息的基础上，通过发放调查问卷和员工访谈获取更多的样本信息。通过统计汇总各样本 数据分析，得出员工流失的主要原因有以下几点：（1）绩效考核不合理。（2）员工职业 生涯规划及晋升通道不通畅。（3）员工薪酬结构设置不合理。（4）员工培训体系不完整。 针对员工流失存在的各种原因，结合理论依据，本文提出以下几点对策:（1）改善绩 效考核机制。合理设置绩效考核权重系数、强化绩效考核结果作用。（2）完善晋升通道。 设置合理的晋升标准：认可类晋升、补缺类晋升、跨序列晋升、跨渠道晋升、编制类晋升。 搭建优秀人才晋升特殊通道：跨级晋升、破格晋升。（3）优化薪酬结构。通过基本工资 及月度奖励拉开固定薪酬的分级标准、月底提成及年度奖励优化提成计薪点数划定标准、 提升员工业绩超额奖励、搭建荣誉体系。（4）改进员工培训体系。优化入职训课程安排： 新人培育体系、次新人再塑体系、在职回炉体系。完善内训师团队评选机制、打造统筹管 理、集中培养模式。 本文通过深入研究A银行B分行信用卡团队员工流失存在的问题，与国内外的相关理 论相结合，提出了针对现阶段遇到的困难的相应对策，旨在帮助团队有效控制流失率，解 决员工不稳定带来的不利影响，也为同业在留住员工方面给予参考建议。 关键词：A银行B分行信用卡团队；员工流失；对策研究 Abstract 3 Abstract Withtheincreasingdevelopmentofartificialintelligence,anditsgradualintegrationinto ourlives,mankindhasstoodonthehighgroundofthetransformationfrom"Internet+"to "artificialintelligence"fromtheperspectiveoffuturedevelopment.Andithasbecomethemost eye-catchingscientificandtechnologicalinnovationofourtime.AlphaGohascontinuously defeatedSouthKoreangoplayerLeese-dolandChinesegoplayerKeJie.Thefirst"unmanned bank"ofthebankingindustryhasbeenofficiallyopenedtothepublicinShanghai,and unmannedsupermarketsandunmannedrestaurantshavecometous.Moreandmoreworkis beingreplacedbyartificialintelligence,andscientistscontinuetodevelopmoreintelligent robots.Manyindustrieshavebeenaffectedtovaryingdegrees.Thebankingindustrybearsthe brunt.AsBanksandemployeeswanttoseekbettercareerdevelopment,thecompetitioninthe industryisbecomingincreasinglyfierce.Employeesoftenleavethewaytoenterthesame industryorthird-partypaymentinstitutionsinordertoobtainmorecompetitivejobs.Theytook awayalargenumberofstockcustomersandrelatedresources,whichnotonlycausedhuge lossesofeconomicbenefitswithinthebank,butalsogreatlyincreasedthecostofmanpower replacement. ThecreditcardteamofBankABBranchofficiallyopenedin2016,andbyNovember 2020,thenumberofdepartureshasreached781.Staffturnoverhashadagreatimpactonteam developmentandstrategicplanning.Howtocontrolstaffturnoverhasbecomeanurgent problemtobesolvedbythecreditcardteamofABankBBranch.Inordertogainanin-depth understandingoftherealcausesofemployeeturnover,weobtainmoresampleinformation throughquestionnairesandemployeeinterviewsonthebasisoftheoriginalturnoverdata. Throughthestatisticalsummaryofeachsampledataanalysis,itisconcludedthatthemain reasonsforstaffturnoverareasfollows:(1)theperformanceappraisalisunreasonable.(2)the careerplanningandpromotionchannelofemployeesarenotsmooth.(3)thesalarystructureof employeesisunreasonable.(4)thestafftrainingsystemisnotcomplete. Inviewofthevariousreasonsforstaffturnover,combinedwiththetheoreticalbasis,this paperputsforwardthefollowingcountermeasures:(1)Optimizethesalarystructure.Openthe gradingstandardoffixedsalarythroughbasicsalaryandmonthlyreward,optimizethestandard ofcommissionattheendofthemonthandannualreward,improveemployeeperformance excessreward,andbuildanhonorsystem.(2)Improvethepromotionchannel.Setreasonable promotioncriteria:recognitionpromotion,vacancypromotion,cross-sequencepromotion, cross-channelpromotion,establishmentpromotion.Buildaspecialchannelforthepromotion A银行B分行信用卡团队员工流失的原因及对策研究 4 ofoutstandingtalents:cross-levelpromotionandexceptionalpromotion.(3)Improvethe performanceappraisalmechanism.Settheweightcoefficientofperformanceappraisal reasonablyandstrengthenthefunctionoftheresultsofperformanceappraisal.(4)Improvethe stafftrainingsystem.Optimizethearrangementofvocationaltrainingcourses:newtalent trainingsystem,sub-newcomerreshapingsystem,on-the-jobremeltingsystem.Improvethe internaltrainerteamselectionmechanism,createoverallmanagement,centralizedtraining model. Thispaperputsforwardthecorrespondingcountermeasuresforthecurrentsituationto helptheteameffectivelycontroltheturnoverrate.Andithelpstosolvetheadverseimpactlike thelackofpersonnelstabilitywithanin-depthstudyoftheproblemsexistingincreditcard teamofBankA,BranchB,aswellastherelevanttheoriesathomeandabroad.Andthispaper alsoputsforwardsuggestionsthatcanbeadjustedforthesameindustryinstaffmanagementor theconstructionofvariousrelatedmechanisms. Keyword：CreditCardTeamofBankABranchB；Staffturnover；Countermeasures Abstract 5 目录 第一章绪论............................................................................................................................9 1.1研究背景及意义.............................................................................................................9 1.1.1研究背景..............................................................................................................9 1.1.2研究意义..............................................................................................................9 1.2国内外研究现状.............................................................................................................9 1.2.1国外研究现状....................................................................................................10 1.2.2国内研究现状....................................................................................................11 1.3研究思路与主要内容...................................................................................................11 1.4研究方法.......................................................................................................................12 第二章相关理论基础..............................................................................................................13 2.1员工流失的概念...........................................................................................................13 2.2员工流失模型...............................................................................................................13 2.2.1马奇和西蒙模型................................................................................................13 2.2.2普莱斯模型........................................................................................................14 2.2.3莫布雷中介链模型............................................................................................14 2.3员工激励理论...............................................................................................................15 2.3.1马斯洛需求层次理论........................................................................................15 2.3.2赫茨伯格双因素理论........................................................................................16 2.3.3亚当斯公平理论................................................................................................17 第三章A银行B分行信用卡团队的员工流失现状分析.......................................................18 3.1A银行B分行简介...