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人力资源管理
Human Resources Management

     2007年，中国进出口银行坚持以人为本，稳步推进人力资源管理体制改革，进一步加强人才队伍建设，为加快全行业务发展和顺利实现向国际经济合作银行战略转型提供了人才支持.
    一是着眼长远和可持续发展，结合国内外形势和自身发展需要，编制了人力资源建设"十一五"规划。为今后科学决策、统筹规划全行人力资源建设打下了基础。
    二是建立健全人才选拔机制，建立了业务职务序列，实施了总行 2007年度业务职务评聘工作。加大了总分行之间的干部轮岗交流力度，不断完善人才培养选拔机制。
    三是逐步健全薪酬激励机制，建立了中、后台部门绩效考核体系，科学、全面地评估员工业绩。
    四是多渠道、多层次开展教育培训工作。为适应银行业务发展和战略转型需要，进一步加大境外培训力度。先后在新加坡、香港举办了业务培训班。不断加强了与国际金融组织的培训交流与合作，开拓培养国际化金融人才的新渠道。2007年，全行累计培训人员2224 人次，培训时间达4.4万余小时。

     In 2007, adhering to the principle of putting people first , the Bank steadily pressed ahead with its human resources management reform and worked harder to build a highly qualified staff team . In so doing, the Bank injected intellectual power for its business expansion and a smooth strategic transformation towards a bank for intemational economic cooperation.
     First , in view of long-term and sustainable development , the Bank drafted its " 1l th Five-Year Plan" , on human resources by incorporating domestic and international situation with its own development needs, laying a solid foundation for scientific decision - making and rational planning and allocation of human resources in the future .
    Second, the Bank established and improved its staff selection and promotion mechanism , and set up a sequence system for professional position . In 2007, the Bank accomplished the position evaluation and appointment at the HQ. Besides, it also made greater efforts in staff promotion, staff rotation and exchange between the HQ and branches.
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