人才资源是最宝贵的资源，中国进出口银行始终重视建立吸引、培养、激励并重的用人机制，培
养一批开拓型、创新型、实干型、知识性的金融人才。
2005年,中国进出口银行坚持以人为本，积极稳妥地推进各项干部人事制度改革。一是继续贯彻
实施人才战略，加强各级领导班子和干部队伍建设，认真做好分支机构筹建和内设机构调整工作，进 一步完善人力资源配置机制。二是积极做好干部交流和处级干部竞争上岗工作，为优秀人才脱颖而出
创造条件，采用公开招聘、择优选调等多种渠道选拔人才。三是不断完善科学的人才评价，进一步加强工资管
理，深化工资分配制度改革，努力建立公平合理、科学有效的奖惩激励机制。四是进一步加大 教育培训力度，重点加强了对中高层管理人员和专业人员的境内外培训，努力培养一支懂经营、善管
理的管理人才队伍。有针对性的开展各类岗位培训，努力拓宽境外培训渠道，全年共举办各类培训 班、讲座53
期，共有2500 多人次参加了各类培训，累计培训时间达3.87 万多小时，人均年训达54 小时，为全行各项业务的较快发展提供了组织保证和人才支持。
Human resource is the
most valuable resource. The Bank has always attached
importance to attracting, training and giving
full play of talents, fostering a group of financial
professionals who have abundant knowledge and
experience with a courageous mind for development
and innovation.
In 2005, the Bank stick
to the principle of "human resource is the primary
resource" and steadily promoted various reforms
in its personnel system.
The first measure taken
was to continuously carry out the talent strategy,
strengthen the buildup of both the executive team
and the general staff members, earnestly prepare
the establishment of branches and representative
offices as well as in-house department adjustment,
and to further improve the human resources allocation
mechanism.
The second step was to
actively promote the exchange of staff members
on different posts and select division chief candidates
through open and fair competition, thus providing
favorable conditions for emerging of excellent
talents. The candidates were chosen through various
channels like open recruitment and choosing the
most competitive through redeployment.
The third was to constantly improve the scientific
human resource assessment system through further
strengthening salary management, deepening reform
on salary distribution system, and establishing
the reward and punishment mechanism which was
fair, reasonable, scientific and effective.
The fourth was to strengthen
education and training with priority given to
the middle- and high- level executives and specialists
training both at home and abroad, with a view
to cultivating a group of executives who have
management knowledge and experience. The Bank
conducted tailor-made training programs targeting
at various posts and made efforts to expand its
foreign training channel. In 2005, the B ank organized
53 varied training programmes for more than 2,500
people. T he accumulated training time reached
38.7 thousand hours with 54 training hours for
each person, thus providing organizational guarantee
and personnel support for the relatively fast
development of various business lines of the Bank.
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