金融风险管理人才队伍对于金融企业发展至关重要。金融科技的本质是金融，核心 是风控。金融风险管理通过消除和尽量减轻金融风险的不利影响，改善企业的经营，从 而对企业业务的稳定和发展起到促进作用。金融风险管理就是营利性组织和非营利性组 织衡量和控制风险及回报之间的得失。金融风险管理这个词汇是金融语言的核心。随着 金融一体化和经济全球化的发展，金融风险日趋复杂化和多样化，金融风险管理的重要 性愈加突出。金融风险管理包括对金融风险的识别、度量和控制。由于金融风险对经济、 金融乃至国家安全的消极影响，在国际上，许多大型企业、金融机构和组织、各国政府 及金融监管部门都在积极寻求金融风险管理的技术和方法，以对金融风险进行有效识 别、精确度量和严格控制，因此，风险管理人才直接关系金融行业发展。 因此，本文为了获得Y金融公司风险管理人才的个人特征、行为特点、核心能力和 胜任指标，采用行为事件法，通过对Y金融公司风险管理专业支持类人员总共25人， 其中风险管理部门经理7名，助理风险管理经理10名，8位其他风险管理人员，进行半 结构化的访谈，获取大量文字材料，按照逻辑分类对收集到的条目进行处理，获得了Y 金融公司风险管理人才所应具备的关键素质要素，把胜任素质指标划分为：个人素质、 职业能力、专业知识。以此建立了包括行业意识、意志品格、职业能力、专业知识等19 个条目为风险管理人员的胜任指标的胜任力模型。 基于此，本研究建立风险管理人才胜任力模型，并对Y金融公司风险管理人才队伍 优化提出了四点建议： 第一，基于胜任力的风险管理人才队伍人力资源规划优化对策，关注对风险管理人 员潜在胜任力特征的考察和风险管理人员应对未来挑战的胜任力； 第二，基于胜任力的风险管理人员招聘和选拔优化对策，围绕企业文化、经营目标、 战略目标和风险管理人员绩效标准进行招聘选拔； 第三，基于胜任力的风险管理人员培训优化对策，基于胜任力对培训的需求分析、 培训计划安排、培训具体实施和培训后期评估； 第四，基于胜任力的风险管理人才绩效激励优化对策，既关注风险管理人员的绩效 结果，也关注行为过程。 本研究对同行业风险管理人才队伍优化有借鉴意义。 关键字：金融行业；风险管理人才；胜任力模型；优化对策 II Abstract Financial risk management team is very important for the development of financial enterprises. The essence of financial technology is finance, and the core is financial risk control. Financial risk management can improve the operation of enterprises by eliminating and minimizing the adverse effects of financial risks, thus promoting the stability and development of business. Financial risk management is the gain and loss between profit-making organizations and non-profit organizations in measuring and controlling risks and returns. The term "financial risk management" is the core of financial language. With the development of financial integration and economic globalization, financial risks are becoming increasingly complex and diversified, and the importance of financial risk management is becoming increasingly prominent. Financial risk management includes identification, measurement and control of financial risks. Because of the negative impact of financial risks on economy, finance and even national security, many large enterprises, financial institutions and organizations, governments and financial supervision departments are actively seeking the techniques and methods of financial risk management in order to effectively identify, accurately measure and strictly control financial risks. Risk management talents are directly related to the development of financial industry. Therefore, in order to obtain the personal characteristics, behavioral characteristics, core competencies and competency indicators of Y financial company's risk management personnel, this paper adopts the behavioral event method, through the Y financial company's risk management professional support personnel a total of 25 people, including 7 risk management department managers, 10 assistant risk management managers, 8 other risks Managers, who conduct semi-structured interviews, obtain a large number of written materials, according to the logical classification of the collected items for processing, Y financial company risk management personnel should have the key quality elements, the competency indicators are divided into: personal quality, professional ability, professional knowledge. Based on this, a competency model was established, which included 19 items such as industry consciousness, volition, professional ability and professional knowledge. Based on this, this study establishes a risk management talent competency model, and puts forward four suggestions for Y financial company to optimize the risk management talent team. Firstly, the human resource planning subsystem based on competency focuses on the investigation of the potential competency characteristics of risk managers and the competence III of risk managers to meet future challenges. Secondly, the recruitment and selection subsystem of risk managers is based on competency. The recruitment and selection subsystem is based on enterprise culture, business objectives, strategic objectives and performance standards of risk managers. Thirdly, the training subsystem of risk managers is based on competency, which includes the analysis of training needs, the arrangement of training plans, the implementation of training and the evaluation of training after training. Fourthly, the performance management subsystem based on competency concerns not only the performance results of risk managers, but also the behavior process. This study can be used for reference in the optimization of risk management talents in the same industry. Keywords: Financial industry; risk management talent; competency model; optimization strategy. IV 目 录 摘要 ................................................................................................................................. I Abstract ............................................................................................................................ II 第一章 绪论 ...................................................................................................................... 1 1.1 研究背景及意义 ..................................................................................................... 1 1.1.1 研究背景 .......................................................................................................... 1 1.1.2 研究的意义 ...................................................................................................... 2 1.2 国内外文献综述 ..................................................................................................... 3 1.2.1胜任力 ............................................................................................................... 3 1.2.2 胜任力模型 ...................................................................................................... 4 1.2.3 胜任力模型构建的步骤 .................................................................................. 6 1.2.4 金融风险管理 .................................................................................................. 7 1.2.5 风险管理人才研究现状 .................................................................................. 8 1.3 研究目标与内容 ................................................................................................... 10 1.4 研究方法和技术路线 ........................................................................................... 10 第二章 Y财务风险管理人才队伍现状 ........................................................................ 12 2.1 Y 金融公司概况 ................................................................................................... 12 2.2.1 公司简介 ........................................................................................................ 12 2.2.2 公司主要业务 ................................................................................................ 13 2.2 Y金融公司风险管理人员队伍现状 .................................................................... 13 2.3 Y金融公司风险管理人才队伍存在的问题及分析 ............................................ 14 2.3.1风险管理人才管理意识薄弱 ......................................................................... 14 2.3.