本文以「人力資源管理之人才策略管理觀點--以兆豐銀行財富管理人力問題為個案公司研究」之緣由,乃學生任職於兆豐銀行,看到百年銀行兆豐銀行新的人事晉用與制度的轉型與改變, 及財富管理人力一直是業務發展的痛點。在理財業務上本文整理兆豐銀行目前存在的問題與現象,第一在理專人力上,銀行近年招募具金融經驗之新進行員,進行後擔任理財業務意願低幾乎零,加上銀行內部基層行員普遍亦大都無意願轉擔任理專職務,而以兆豐銀行而言,對外招募具金融經驗之理財人員近年亦相當不易;第二另就理財主管部分,一直都是採由考試進行的資深行員擔任,最大問題是大部分擔任理財主管的行員,均未擔任過理專,對理財業務行銷及管理開發缺乏經驗,因此銀行缺乏具理專背景出身之理財主管;第三為在職的理專及理財主管續擔任理財業務普遍意願不高;第四另外值得探討的是,過去專業理專轉任行員理專職等過低,未具激勵效果,此一轉任制度是否有更好的人力發展,本文亦藉整理兆豐銀行理專不同體系的比較作一問題探討。
總結本文期望透過人才策略管理上發展完善企業第一資本-人才管理, 研究方法以透過文獻的探討,以『雙因子理論之激勵因子』及『職位評價』作為本研究論述及佐證,另以個案研究法,探索性研究法,描述性研究法,藉參考市場成功知名企業公司的模式,就兆豐銀行目前財管面臨存在現象與問題做描述討論探討,提出解決公司目前財富管理人力痛點的可行方案,進而形成招募理財人員優化之制度。本文研究亦發現兆豐銀行過去之專業理專轉任行員理專職等過低的轉任制度,對招募新理專不易有很大的影響。
因此希望此研究之結論與建議對公司理財業務發展提供助益,尤其在理專制度上,並進而達成公司在財富管理上營運目標。

This article is based on the "Human Resource Management Talent Strategy Management Viewpoint-Taking Mega Bank Wealth Management Manpower Issues as a Case Study of the Company". The student worked at Mega Bank and saw the new personnel promotion and promotion of Mega Bank. System transformation and changes, and wealth management manpower have always been pain points for business development. In terms of wealth management business, this article sorts out the current problems and phenomena of Mega Bank. The first is in terms of management personnel. In recent years, the bank has recruited new personnel with financial experience, and the willingness to take up the wealth management business is almost zero. In addition, the bank's internal grassroots Most of the bankers are generally unwilling to transfer to professional positions. In the case of Mega Bank, it has been difficult to recruit financial management personnel with financial experience in recent years; secondly, the financial management department has always been conducted by senior examinations. The biggest problem is that most of the bankers who serve as wealth management executives have not worked as a professional, and lack experience in wealth management business marketing and management development. Therefore, banks lack wealth management directors with a professional background in management; third is the in-service professional management. The general willingness of wealth management executives to continue to take up the wealth management business is generally not high; fourthly, it is worth exploring that the past professional management transfers to bankers are too low and have no incentive effect. Does this transfer system have better human development? This article also discusses a question by comparing the different systems of Zhaofeng Bank's science college.
Summary This article hopes to develop and improve the enterprise's first capital-talent management through talent strategy management. The research method is based on the discussion of the literature. The "incentive factors of the two-factor theory" and "job evaluation" are used as the research discussion and supporting evidence, and a case study Research method, exploratory research method, descriptive research method, with reference to the model of successful well-known corporate companies in the market, describe and discuss the current phenomena and problems faced by Mega Bank's financial management, and propose solutions to the company's current wealth management human pain points Feasible plans, and then form an optimized system for recruiting financial management personnel. The research in this article also finds that Mega Bank’s past transfer system of professional sciences transfers to clerk managements is too low, which has a great impact on the difficulty of recruiting new sciences.
Therefore, it is hoped that the conclusions and recommendations of this research will help the company's financial business development, especially in the management system, and then achieve the company's operational goals in wealth management.

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