美国Banking Essay范文-美国银行的人才管理。本文是一篇美国留学生银行学专业Essay范文，主要内容是介绍美国银行被认为是美国第一家全国性零售银行。它的业务始于北加利福尼亚州的一个小地区，20年后迅速发展，在世界上最大的公司中占据一席之地。美国银行（Bank of America）的领导层或管理层在扮演其艰难而富有挑战性的角色时，必须面对若干挑战。Essay范文提到美国银行必须为人才管理采取一些重大措施，因为高管考核中的任何失误都可能给银行带来高昂的成本。下面就一起来参考学习一下这篇美国Banking Essay范文写作内容。
Introduction 简介
Bank of America is considered to be the first national retail bank of the country. Its operations started in a small region of North California and after two decades it grew drastically, occupying place in the world’s biggest companies. The leaders or the management at Bank of America have to face several challenges while playing their difficult and challenging role. Bank of America has to take some major steps for the purpose of talent management as any failure in the executive marks can be costly for the bank.
Talent management to the Bank of America is its commitment to recruiting, retaining and developing the superior and talented employees available in the bank as well as in the overall job market. Talent management is considered to be a useful term as it takes into account the strategy of a business that should be fully integrated with the processes related to the employees of the organization. It is the job of every organization to attract and retain employees. An effective strategy of the organization includes sharing information regarding the talented employees and about their potential career paths across the network of the organization (Berger, 2004).
美国银行的人才管理致力于招聘、留住和发展银行以及整个就业市场中的优秀人才。人才管理被认为是一个有用的术语，因为它考虑到了一个企业的战略，该战略应与组织员工相关的流程充分整合。吸引和留住员工是每个组织的工作。组织的有效策略包括分享有关优秀员工的信息以及他们在组织网络中的潜在职业道路。
The talent management system of Bank of America gives its managers and leadership significant role and responsibility in the process of recruitment and also in the ongoing development of retaining talented employees. In the Bank of America only the top leadership of the bank is included in the talent management system (Scullion & Collings, 2011).
美国银行的人才管理系统赋予其管理人员和领导层在招聘过程中以及在留住人才的持续发展中的重要作用和责任。在美国银行，人才管理系统中只包括银行的最高领导层。
Talent management program of bank of America 美国银行人才管理计划
The talent management program of Bank of America is designed to attract, develop and retain great leaders. The steps included in the talent management program proposed by the Bank are listed below:
美国银行的人才管理计划旨在吸引、培养和留住优秀的领导者。本行提出的人才管理计划包括以下步骤：
Getting the right people in significant roles 让合适的人担任重要角色
Managing their performance 管理他们的业绩
Continually upgrading them 不断升级
Helping them to develop and grow 帮助他们发展和成长
Paying them for their performance 为他们的业绩支付报酬
Getting the right people in significant roles 让合适的人担任重要角色
Getting the right people to play the critical roles in the organization is half battle won. Bank of America considers it the most significant task to place the right person at the right job. If any organization fails to recruit the right people at the right time then it is certain that additional recruitment costs will incur. Recruitment and replacement can be costly processes for organizations as large as the Bank of America. Keeping in account these high cost, there is a need for the development of intervention that helps in placing emphasis on pre-empting failures in the senior management/leadership of the firm. There are specific interview guides that help the senior leadership to interview employees and clearly define the job specs.
让合适的人在组织中扮演关键角色是成功的一半。美国银行认为，把合适的人安排在合适的岗位上是最重要的任务。如果任何组织未能在合适的时间招聘合适的人员，那么肯定会产生额外的招聘成本。对于像美国银行这样规模庞大的组织来说，招聘和替换可能是成本高昂的过程。考虑到这些高成本，有必要制定干预措施，以帮助强调预防公司高级管理层/领导层的失败。有具体的面试指南，帮助高级领导面试员工，并明确定义工作规范。
Managing their performance 管理他们的业绩
Bank of America ensures that the goals of the company are being met in the most efficient and effective manner. The performance management system of BOA takes into account the performance of the employees, department and the organization as a whole. Performance management is also a process that helps BOA to align its employees, system and resources. “360-degree feedback” is used by BOA, so that employees may plan and then map specific ways that would help them to develop and grow. There is a session conducted every now and then in BOA, where the business leaders discuss the strengths and weaknesses of the company, taking actions regarding the loops holes present in the system.
国银行确保以最高效的方式实现公司的目标。美国银行的绩效管理体系考虑了员工、部门和组织整体的绩效。绩效管理也是一个帮助美国银行调整员工、系统和资源的过程。“360度反馈”由美国银行使用，这样员工就可以规划并规划出有助于他们发展和成长的具体方式。在美国银行，不时会举行一次会议，商业领袖讨论公司的优势和劣势，针对系统中存在的漏洞采取行动。
Continually upgrading them 不断升级
BOA uses its performance management process for identifying the strong and talented employees of the organization. BOA also brings different strategic management process to recognize the hidden talent in the employees and accordingly increase their responsibility, upgrading them to a senior position based on their skills and performance.
美国银行使用其绩效管理流程来识别组织中的优秀员工。BOA还引入了不同的战略管理流程，以识别员工中隐藏的人才，并相应地增加他们的责任，根据他们的技能和表现将他们提升到高级职位。
Helping them to develop and grow 帮助他们发展和成长
The new employees at BOA are coached by the training team according to their job specifications. There are a number of development programs introduced by the organization that help employees to develop their skills and become more competent in their specific jobs.
BOA的新员工由培训团队根据他们的工作规范进行培训。该组织推出了许多发展计划，帮助员工发展技能，并在具体工作中变得更加胜任。
Paying them for their performance 为他们的业绩支付报酬
BOA analyzes the present market and then accordingly develops the compensation strategies that would assist them in meeting the objectives of the organization. The compensation structure of BOA helps employees to grow in terms of their skills and support the mission of the organization.
美国银行分析了目前的市场，并据此制定了薪酬策略，以帮助他们实现组织的目标。BOA的薪酬结构有助于员工技能的提高，并支持组织的使命。
Strengths of the talent management program 人才管理计划的优势
The talent management program implemented by BOA has been quite effective and has shown positive results. There are several aspects of the program that made that have it successful, however one of the most significant aspects of the program was that it allowed individual to recognize their inner strengths and weaknesses. Once the leadership was successful in identifying the strengths of the employees their next step was to create opportunities that would help employees to utilize their strengths.
美国银行实施的人才管理计划非常有效，并取得了积极成果。该计划有几个方面使其成功，然而该计划最重要的方面之一是，它允许个人认识到自己内在的优势和劣势。一旦领导层成功地确定了员工的优势，他们的下一步就是创造机会，帮助员工利用自己的优势。
Another important aspect that makes the talent management system of BOA so effective is that they know the importance of placing right person at the right job. It is an important aspect from the perspective of the organization as well as the employees. BOA believes in understanding the employees their strengths, weaknesses, career aspiration and need development.
另一个使美国银行的人才管理系统如此有效的重要方面是，他们知道将合适的人安排在合适的岗位上的重要性。从组织和员工的角度来看，这是一个重要的方面。BOA相信了解员工的优势、劣势、职业抱负和发展需求。
Opportunities for improving the talent management program of BOA 改善美国银行人才管理计划的机会
BOA must ensure that the talent management program is in place in the entire life cycle of the employees. It must also ensure that the program is linked with the mission of the organization. BOA must make sure that they have all their means in place in order to deliver the strategy and to install human resource processes and HR technologies. BOA must resist from using dispersed network of the talent management tools as it decreases the quality of human data, negatively affects the analytical and reporting results and complicates the integration of the human resource processes (Oakes & Galagan, 2011).
美国银行必须确保人才管理计划在员工的整个生命周期内到位。它还必须确保该项目与组织的使命相联系。美国银行必须确保他们拥有所有的手段，以实施战略，并安装人力资源流程和人力资源技术。BOA必须抵制使用分散的人才管理工具网络，因为它会降低人力数据的质量，对分析和报告结果产生负面影响，并使人力资源流程的整合变得复杂。
BOA must also think about outsourcing or automating its day-to-day operations, enabling the HR team to devote all their efforts in implementing the talent management processes. BOA must ensure that their talent management strategy is not combined with its HR duties. They must hire experts dedicated for developing integrated strategies for talent management processes. This would help them to solve the problem of identifying and retaining talent present in the BOA.
美国银行还必须考虑将其日常运营外包或自动化，使人力资源团队能够全力以赴地实施人才管理流程。美国银行必须确保其人才管理战略不与其人力资源职责相结合。他们必须聘请专门为人才管理流程制定综合战略的专家。这将帮助他们解决识别和留住美国银行现有人才的问题。
Effective approaches to meet the talent management challenges in the future 应对未来人才管理挑战的有效途径
Talent management is continuously becoming a critical task for the organization keeping in mind the organization’s future success. The economic slowdown is another factor that increases the importance of the talent management program in an organization.
人才管理正不断成为组织的一项关键任务，同时牢记组织未来的成功。经济放缓是增加人才管理计划在组织中重要性的另一个因素。
Fully integrated approach 完全综合的方法
All the segments of the talent management program must be integrated such as recruitment, retention, development, transition, etc. Such integration in the talent management program makes it easier for organizations to hire, retain, develop and engage the top talents. The organization must also define the talent management goals more clearly and they should be directly aligned to the mission and strategies of the business (Cantrell & Smith, 2010).
人才管理计划的所有部分都必须整合，如招聘、保留、发展、过渡等。人才管理计划中的这种整合使组织更容易雇佣、保留、发展和聘用顶尖人才。组织还必须更明确地定义人才管理目标，并且这些目标应与企业的使命和战略直接一致。
Continuous updating of deployment strategies 不断更新部署战略
Once the organization has put the right people on board, it is necessary for deploying them in a way that would develop their strengths, knowledge, skills and experience. It will also help in matching the competencies of the employees with their career interests, in order to meet the short term as well as the long term needs of any business. The deployment effort exerted by the organization must also be reevaluated on regular basis in the light of the changing needs and demands of the external environment and for achieving the long term goal of the business (Effron & Ort, 2010).
References 参考文献
Berger. (2004). The Talent Management Handbook. New York: Tata McGraw-Hill .
Cantrell, S., & Smith, D. (2010). Workforce of One: Revolutionizing Talent Management Through Customization. Accenture.
Effron, M., & Ort, . (2010). One Page Talent Management: Eliminating Complexity, Adding Value. Harvard Business School Publishing Corporation.
Oakes, K., & Galagan, P. (2011). The Executive Guide to Integrated Talent Management. ASTD Press.
Scullion, H., & Collings, D. G. (2011). Global Talent Management. New York: Routledge.
美国Banking Essay范文总结一旦组织安排了合适的人员，就必须以一种能够发展他们的优势、知识、技能和经验的方式来部署他们。它还将有助于使员工的能力与其职业兴趣相匹配，以满足任何企业的短期和长期需求。还必须根据外部环境不断变化的需求和要求，以及为了实现业务的长期目标，定期重新评估组织的部署工作。
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