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在人们以往的印象中，交通银行（以下简称“交行”）是一家有着“国资血统”的商业银行，然而，自2005年6月，交行成功在香港联交所上市后，随即被冠以了新的称谓——国际公众持股银行。那么，在人力资源管理上该如何体现“国际一流商业银行”的新理念呢？
作为一家拥有九十五家分行、六万名员工的股份制商业银行的人力资源主管，交行人力资源部总经理寿梅生敏锐地感觉到，在上市之后，公司的高管层将改革重心逐步转向内部体制机制，而人力资源改革首当其冲。“我们理应以现代金融企业制度的内在要求约束自己，将国际一流商业银行的先进做法作为参照标准和努力方向。”他说。果然，在成功上市仅1个月之后，交行人力资源的改革项目就正式启动了，华信惠悦咨询公司也在此时受邀成为项目的设计者及协助推动者。
此次改革的推广实施可谓时间紧、任务重：2005年底之前要完成项目设计，2006年第一季度在总行和两家省直分行试点，二季度开始在全行九十多家省直分行、省辖行逐步推广实施。为了确保效率，交行在选择项目合作伙伴时自然开出了“高标准”：国际知名且专注于人力资源专业、在中国境内金融业咨询经验丰富、拥有高素质的且为国内大型企业服务过的专业咨询团队、具备丰富且权威的国内市场研究资料和数据库等等。“我们当初看重华信惠悦的全球背景和本地经验，现在，通过一年多的合作，顾问们的专业水平和敬业精神也的确获得我和同事们的高度评价。” 寿梅生说。
华信惠悦顾问们的专业与投入不仅体现在制度的设计和规划上，他们在协助交行执行新的制度时也受到寿梅生和他的同事们肯定。随着实施推广阶段的到来，更多的困难和问题陆续出现。原来交行自1994年实行以行员制为主体的人力资源管理体制以来，几乎没有进行过大的改革和创新。该如何让先进的项目理念深入人心，为广大干部员工接受？又该怎样实现新型的人力资源管理体系与现行的体系顺利衔接，实现平稳过渡呢？为了解决这些棘手的问题，由人力资源部和华信惠悦顾问共同组成的项目小组可谓用足了内部宣传沟通的手段，由上至下，分层级、分批进行宣传和沟通。而华信惠悦顾问们在这一过程中的大力协助和积极参与令寿梅生印象深刻，“顾问们为我们设计了一套先进的、科学的框架体系，但也会根据实际情况在设计框架内进行调整，使实施方案不违背设计原则，同时具有可操作性。”据悉，在国内的大型商业银行中，交行是第一家一年之内成功实现全行员工新旧职位、薪酬、绩效体系切换的。
“通过项目设计、试点和实施推进，以及集中性培训，提升全行的人力资源管理人员的管理水平，使这支队伍能逐步适应国际公众持股银行的要求。”而通过华信惠悦顾问在这一过程不断地“授之以渔”，令寿梅生对此充满信心。
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问与答 交通银行改革进程三问
问：贵行此次启动人力资源改革的总体目标是什么？
答：当前银行业日趋激烈的竞争归根结底是人才的竞争，“人才是第一资源”、人才是核心竞争力的核心。而交行长久以来的人力资源管理理念、制度和做法缺乏持续改革和创新，与成为国际公众持股银行的战略转型要求相去甚远。因此，此次改革的总体目标首先是按照现代金融企业制度的要求，借鉴国际一流商业银行的先进做法，重新理清和明确全行的人力资源管理战略；同时，改革我行人力资源管理体制机制，构建人力资源管理的基础体系，包括职位管理体系、薪酬管理体系、绩效管理体系和职业生涯发展规划，这有利于营造“以人为本”和绩效导向的氛围，打造交行鲜明的雇主品牌，激发员工潜能，构建和谐交行。
问：目前已完成的项目内容，以及在逐步开展内部实施的过程中，您认为最大的困难与问题是什么？又是如何解决的呢？
答：我认为最大的困难与问题主要是：先进的理念如何融入人心，被广大干部员工所接受，以及新型的人力资源管理体系如何与现行的体系顺利衔接，以确保在先进性、科学性的前提和框架内，实现新旧体系的平稳过渡。
为了解决这两个问题，我们首先做好动员和宣传沟通工作，由上至下，分层级、分批进行宣传和沟通。其次，积极借助于行内的内部网络及刊物，通过发表此次人力资源改革的相关信息和数据，印发宣传提纲，让员工及时了解改革理念和进程。第三，设计规范化的工作流程、标准化的操作工具，切实保证方案推进的整体性和统一性。第四，尊重历史，充分考虑新老体系切换的衔接，坚持“以人为本”，确保广大员工的既有利益不受影响。
事实证明，新理念、新机制和新文化要被大家所认同和接受，不是在短时间内就可以实现的，它需要一个较长的过程。因此，我们计划今年在沟通和宣传上加大力度，继续做好工作。而华信惠悦的顾问们在这一过程中为我们提供的最大帮助在于根据实际情况，在项目设计框架内进行调整，使实施方案既不违背设计原则，又具有可操作性，真正实现新旧体系的平稳过渡。
问：您认为此次人力资源改革的主要成果是什么？
答：此次改革建立了新型的、科学的人力资源管理框架，以适应交行战略转型及为下一步提升人力资源管理水平构建了基础平台。主要表现为：（一）统一规范全行组织架构、职位设置和人力资源管理制度，建立动态维护机制，既适应业务快速发展的需要，又满足内控管理的要求；（二）建立“内具公平性，外具竞争力”的薪酬体系，为吸引人才、保留骨干、激励员工提供了保障；（三）建立了管理及专业发展双通道，构建员工职业生涯发展平台；划分职位族群，为今后员工纵向、横向的职业规划设计了发展路径;（四）探索新的符合公众持股银行的激励机制,引入平衡计分卡的基本理念和做法，结合我行行情，科学构建新型的绩效管理体系；（五）通过项目设计、试点和实施推进，对全行人力资源管理队伍进行了集中式的强化培训，人员的能力和水平得到一定程度的提升，使人力资源管理队伍能逐步适应国际公众持股银行的要求。
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交通银行人力资源部总经理寿梅生：“通过一年多的合作，华信惠悦顾问们的专业水平和敬业精神也的确获得我和同事们的高度评价。”
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To most people, the Bank of Communications (BoCom) is a ‘state-owned bank’. However, after becoming a listed company on the Hong Kong stock exchange in June 2005, BoCom suddenly became a first-class commercial bank. This change in its ownership structure impacts the company in many ways, including its human resource system. We now look at a key question: how BoCom handled the new concepts of first-class commercial bank in terms of their human resource management.
BoCom is a joint-equity commercial bank with 95 sub-branches and 60,000 employees. The General Manager of BoCom’s human resources department, Mr. Shou Meisheng said that after the bank went public, senior management gradually placed emphasis on the reform of the company’s internal systems. Human resources were at the center of these reforms. Shou said, “We should model ourselves on the internal controls used in the modern financial industry and base our operations on the latest methods of first-class commercial banks. We need to continuously work in that direction.” After only one month of becoming a listed company, reform projects for human resources at BoCom officially began. Watson Wyatt was invited to partner with BoCom on these reforms, serving as the key designer of the new programs and consultant in the implementation of the reform projects.
There were many challenges in conducting these reforms, not the least of which was conducting a broad range of changes within extremely tight time constraints. The overall HR program designs had to be completed by the end of 2005. Then, by the first quarter of 2006, pilot programs had to be carried out in at the head office and in two provincial branches. By the second quarter of 2006, these reforms were carried out in all 90 sub-branches across China.
The high expectations that BoCom placed on the project also resulted in high expectations when looking for a project partner: it needed to work with a consulting company that was recognized internationally as a leader in organization transformation, one that had deep expertise in human resources, and one with rich experience in consulting in China’s fast-changing financial industry, a company with a highly qualified team of consultants who have served large businesses in China and one with detailed and authoritative market research information. Shou Meisheng told us that: “Watson Wyatt’s global background and knowledge of local market conditions caught our attention. Now after more than one year working with Watson Wyatt, our staff highly respects and values their professionalism and attitude.”
True to its core mission in China, the level of professional skill and commitment of Watson Wyatt consultants was not limited to the design and planning of new systems: the key to winning the trust and appreciation of BoComm was assistance they showed during the implementation of these systems. As with many plans, the “devil” was in the details.” As the time for actual implementation of the reforms drew nearer, new challenges arose.
One of these challenges was instilling new concepts into the mindset of employees and ensuring their acceptance across the company. BoCom had not carried out large-scale reform of its HR management systems since it established an “employee-based” human resource management in 1994. Many employees had thus grown accustomed to things “the way they were” and resisted change. Another challenge was how to seamlessly transition the old HR systems to the new ones in a way that would ensure the least number of technical issues.
In order to deal with these difficult problems, BoCom’s human resource department and consultants at Watson Wyatt established a reform project working group. One of the main tasks of this group was to mobilize all the communication resources and tools available in CBT and Watson Wyatt. These reform projects were publicized and communicated from top to bottom, across different levels and in various stages. The assistance and active participation of Watson Wyatt’s team during this process greatly impressed Shou Meisheng. “The consultants designed a whole system that had an advanced and scientific framework and they stuck to this framework. This ensured that the implementation of the reform projects went according to our original goals. The frameworks were very practical.” BoCom is the first of the “big five” commercial banks in China to successfully completely restructure all jobs, change their company’s salary system and implement a pay for performance system in just one year.
“The overall management skills of all our human resource managers were improved through the project’s design, pilot tests and centralized implementation training. This allowed our team to meet the expectations people have for an international, publicly owned bank.” Throughout the process, Watson Wyatt consultants also taught BoCom how to do things for themselves thereby earning the trust and confidence of Mr. Shou.
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“Project design, trials and implementation as well as centralized training improved the management skills of all our human resource managers. This allowed our team to meet the expectations people have of international, publicly owned banks.” Watson Wyatt’s consultants also taught BoCom how to do things for themselves throughout this whole process and this gave Shou Meisheng a lot of trust and confidence in them.
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