近年来，我国银行业的经营环境发生了巨大的变化。利率市场化时代的正式 来临使得金融业竞争加剧，互联网金融的兴起和“金融脱媒”对商业银行传统的存 贷业务形成巨大冲击。同时，商业银行经营渠道发生了深刻的变化，科技进步使 得网上银行、手机银行、自助银行等经营渠道日趋完善，越来越多的客户可以自 主远程完成业务办理，经营渠道多元化正成为行业发展的潮流。在此背景下，国 内商业银行纷纷开始实行网点转型，实施差异化经营策略。人力资源作为企业最 重要的战略资源，无疑是决定商业银行网点转型成败和经营战略实施的最重要因 素。基于此，本研究以新余农商银行为案例，研究了网点转型背景下人力资源优 化配置问题。 首先，本文从商业银行网点转型、人力资源优化配置等角度对现有相关文献 进行回溯归纳和述评，并对人力资源的涵义、人力资源配备的原则、激励理论与 方法、组织变革等相关理论进行阐述，为后文的研究提供理论支撑。其次，笔者 简要介绍了新余农商银行及其经营管理、人力资源架构的现状，继而基于问卷调 查指出了该行人力资源配置的三大问题：一是人力资源配置结构失衡，员工结构 老龄化、员工整体学历偏低、网点间人才分配不合理、管理机构臃肿；二是人员 聘用与考核机制不合理，“关系户”现象盛行，缺乏公平合理的人才聘用、考核与 激励机制；三是缺乏现代人力资源管理理念，对员工培训不足。在此基础上，结 合人力资源配置和组织变革的相关理论，笔者从五方面提出了新余农商银行人力 资源优化配置的策略：一是明确经营战略，调整组织架构；二是梳理岗位职责， 完善人力资源管理制度；三是调整员工结构，优化人员配置；四是加强员工培训， 建设学习型银行；五是落实公平公开的绩效考核，实施差异化激励策略。 关键词：网点转型；农商银行；人力资源；优化配置 2 ABSTRACT In recent years, great changes have taken place in China’s banking business environment. The officially coming of marketization of interest rate era is intensifying the competition in finance industry, and the rise of the internet financial and “financial disintermediation” have huge impact on the traditional loan business of commercial bank. At the same time, the business channels of commercial bank are suffering profound changes, the progress of science and technology makes the business channels of online banking, mobile phone banking, self-service banking more perfect, increasing numbers of customers can independently complete remote business process and business diversification has became the development trend of the industry. Under this background, the domestic commercial banks began to implement transition of bank outlets and to adopt the differentiated business strategy. As the most important strategic resources, human resources is undoubtedly the most important factor to determine the success of commercial bank transition and the implementation of business strategy. Based on this, this research takes Xinyu rural commercial bank as the case and analyze the optimal allocation of human resources under the background of bank outlets transition. First of all, this article reviewed and summarized the existing literature from the point of commercial bank transition and the optimal allocation of human resources, and then elaborated the meaning of human resources, human resources allocation, the principle of incentive theory and method of organizational change and other related theories in order to provide theoretical support for later research. After that, the author gave a brief introduce of Xinyu rural commercial bank and its management, human resource structure, and then pointed out the three major problems of its human resource allocation based on the questionnaire survey. The first one is imbalance in the structure of human resource allocation, such as the structure of employee talent distribution, aging degree is low, the whole staff outlets is not reasonable, management bloated. The second one is the employee recruitment and assessment mechanism is not reasonable, "the prevailing relations" phenomenon, the lack of fair and reasonable employee recruitment, assessment and incentive mechanism. The third one is the lack of modern human resource management concept and staff training. Based on that, the author puts forward five strategies for Xinyu rural commercial bank to optimize the allocation of human resources combined with the theory of human resource allocation and 3 organization. Firstly, figuring out a clear business strategy and adjusting the organizational structure. Secondly, carrying out the job responsibilities and improving the human resource management system. Thirdly, adjusting the staff structure and optimizing the allocation of staff. Fourthly, strengthening staff training and building the learning bank. The fifth is to implement a fair and open performance appraisal system and take the differentiated incentive strategy.