1. Insufficient management concepts

Some banks (companies) have varying degrees of cognitive deviations in their business and management concepts. In terms of operation, it emphasizes scale expansion and neglects risk prevention; in management, it emphasizes task assessment and neglects ideological education; in employment, it emphasizes business ability and neglects moral character.

Internal control places more emphasis on system establishment and less on process control. The assessment mechanism of "only judging heroes based on data indicators" has led to a "loose and soft" state of case prevention work in grassroots branches, and the ideological and professional ethics, legal and discipline concepts, and compliance awareness of grassroots employees have been weakened.

2. Behavioral investigation is not in place

Some banks (companies) do not investigate abnormal behaviors of bank employees and emerging business areas with sufficient frequency and intensity. After the investigation found problems, they simply imposed financial penalties on employees, neglecting to draw inferences from one example and make subsequent rectifications. The above situation can easily lead to failure to detect abnormal behaviors of bank employees in a timely manner, failure to correct violations, and lax accountability, leading to some employees taking chances and leaving hidden risks in the case.

3. Accountability and punishment are not in place

Some banks (communities) tend to avoid the most important, avoid punishment, or be flexible when investigating the responsibility of those responsible for cases and violations. To deal with it, the system is in name only.

First, for the sake of business development, employees are promoted despite illness. Although some persons responsible for violations committed violations, they were still promoted and re-employed due to business expansion needs.

The second is to ensure the stability of the team and prevent people from moving around even if they are sick. Worried about affecting the career development of the person responsible for the violation, the person responsible for the violation was "protected" through horizontal transfer and other forms, without being demoted or demoted.

The third is to protect the image and protect and condone. There are situations where major issues are reduced to trivial matters, causing some issues that should be dealt with promptly to be shelved for a long time.

4. Insufficient methods and means

Currently, various banks (companies) carry out investigations into abnormal employee behaviors, including participation in illegal fund-raising, abnormal fund transactions with customers, and handling illegal transactions on behalf of customers. Business, illegal use of seals, business operations, etc. are the focus.

5. Insufficient follow-up by superior authorities

Although all banks (companies) will report the investigation of abnormal behaviors of employees to superior authorities and regulatory authorities, and superior authorities Due to limitations of their own actual conditions, the supervisory authorities are unable to fully cover and follow up on the authenticity and accuracy of the results of abnormal employee behavior investigations by various banks (companies), and the deterrent effect of disposal and supervision has been weakened.

Related suggestions

1. Establish a scientific investigation mechanism. The scope of the investigation should be appropriately narrowed, and the focus of the investigation should be focused on important business operation positions or key personnel with a high likelihood of being billed. Change the investigation method. Generally speaking, investigation activities should not be conducted in public. Investigations should be carried out in a low-key and secretive manner. Explore changes to the investigation methods. Home visits should be conducted on special occasions such as employee birthdays and major holidays.

Gradually transform the work concept of employee behavioral risk prevention from the traditional problem discovery and post-event remediation to prevention beforehand and control during the incident, proactively move the risk threshold forward, and truly control the occurrence of risks from the source.

2. Establish a accountability system. It is necessary to clarify the responsibilities of the functional departments, business department heads and employees of each bank (community) in the investigation work, strictly supervise the implementation of the investigation system, and deal with obvious abnormal behaviors of employees that are discovered but not discovered in a timely manner. If an accident or case occurs, the investigators will be held strictly accountable.

3. Mobilize employees’ enthusiasm for participation. On the one hand, it is necessary to strengthen the construction of corporate culture and the ideological and moral education of employees, create a working atmosphere of unity and dedication, and enhance the cohesion of the enterprise and the sense of responsibility of employees. On the other hand, it is necessary to further improve the employment system and income distribution system, closely integrate the development of the enterprise with the destiny of employees, and enhance employees' sense of ownership.