Diversified Business Categorization Requires the Leadership of the Company to Play a Leading Role in a Series of Human Resources Decisions
The internal labor division of a well-fledged, multiservice securities company is no less complex than that in a large enterprise group. Based on their nature, different posts need different personnel competence, knowledge structures, and work approaches. This calls for higher responsiveness and specificity in corporate human resources management. As a result, human resource management in securities companies is trending toward greater power for division managers who are in direct contact with grassroots employees. The division manager will have a greater role to play in such aspects as recruitment, assessment, incentive policies, and training.
High Personnel Mobility Becomes a Double-Edge Sword in Human Resource Management
Frequent job hopping among employees is a nuisance for any securities companies. The loss of quality talent acts as a double whammy for a securities company because with the lost talent goes a part of the company's development process. On the other hand, in order to optimize the personal structure and create a virtuous competition environment, securities companies do need to maintain a suitable level of personnel mobility, which is conducive to the vitality of the enterprise and the health of its business operation. It is currently believed that 10 percent is an appropriate personnel mobility rate. However, that figure is useful as a reference only. Different companies may have different standards. Something that needs to be foreseen and protected against is personnel mobility leading to excellent employees frequently leaving. Less-than-competent employees then become difficult to remove. Therefore, to address this conflict in personnel mobility, managers of a securities company should step up their effort in such aspects as incentive level, retention of outstanding talent, performance-based promotion and relegation, and the establishment of a personnel exit mechanism. The issue should be vigorously addressed from both sides.
The Prevailing "Buyer's Market" of Talent Is Forcing Securities Companies to Make Breakthroughs in Their Talent Recruitment Techniques
The securities industry is one of the most promising sunrise industries. It is extremely appealing to high-quality talent. The human resource management divisions of securities companies don't have to worry about understanding. However, how to identify the best among the candidates while avoiding incompetence remains a pressing question. So far, some leading enterprises in the industry have started introducing quantitative intelligence and psychological evaluation techniques in their recruitment processes. They have done this to reduce subjective factors and lower the probability of error. This has opened a new front for the improvement of human resource management in securities companies.
Information Plays an Essential Role in Business Competition
Securities companies must establish a resource gathering and sharing incentive mechanism open to the entire staff. Human capital is at the core of competitive strength in the securities industry. An individual's resources, such as information and relations, are important ingredients for one's personal human capital. However, a securities company with foresight should establish a set of resource gathering and sharing incentive mechanisms open to the entire staff, so that every employee will voluntarily and willingly collect information for the company. All available resources can be tapped in to their full extent, helping improve the performance of the company.