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The human resource is the first resource of the modern commercial bank. Banking as a special provision of financial services enterprises, human resource management level, the ability to play a human resources role, will directly affect the bank's competitiveness and competitive advantage. China's commercial banks from top to bottom must establish a people-oriented brand new human resources management concept, relying on human resources development and management information platform, actively looking for talent and transformation of the human resources strategy meeting point, China's commercial banks in order to build a suitable the development needs of human resource development and management strategies. After the WTO accession, China's all walks of life facing the challenges of the world, especially in the financial sector through the five-year transition period, directly and foreign banks round competition, foreign banks in China will enjoy the same treatment as Chinese banks competition in the Chinese-funded banks and foreign banks will be inevitable. Any organization, including competition between financial enterprises, in the final analysis, the competition for talent. Any organization in order to obtain long-term development, it is necessary talent localization. Therefore, after the world, the Chinese-funded banks and foreign banks compete first performance in the competition for Chinese banks existing human resources. Its deep-seated reason is that foreign banks has just entered China, the understanding of the legal, political, social attitudes is not deep, \talent. In other words, who can establish a sound and rational human resource management mechanism, to maximize the development potential for bank staff, who will be able to be in a dominant position in the fierce market competition in the future. Clarify the Shenzhen Development Bank, the meaning and purpose of human resource management on the basis of drawing on advanced theories of European, American and Japanese commercial banks, such as the rules of PDCA training, EVA performance appraisal method, the Shenzhen Development Bank human resources management, staff recruitment, staff training and development, employee turnover management, employee performance appraisal and employee risk management module to analyze the bank how to cultivate and develop their own human resources, analysis employs the concept of human development and the practical effect of human resources management in the domestic and foreign banks and focused on staff training, promotion and development to illustrate how the Shenzhen Development Bank to improve its personnel, educating people, keep people mechanism, and finally put forward in the modern human resource management practices focus on personnel training, development of talent, put an end to the previous bank egalitarian human resource management direction established as the core, to nurture talent assessment appraisal management direction, two-pronged approach in order to achieve win-win results.
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