In recent years, with the impact of factors such as the economic downturn, stricter financial supervision, and intensified competition in Internet finance, the growth rate of revenue and profits in the banking industry has slowed down significantly, and the compensation and benefits of employees have also been impacted.
In particular, in the wave of mergers and acquisitions in the banking industry, some bank employees who have been incorporated are facing greater difficulties and pressures.
On the one hand, the banks that are co-opted tend to be smaller, poorer-performing, and riskier banks, with relatively low income levels and salaries for their employees, and may face changes such as salary cuts, layoffs, and job transfers after the merger.
On the other hand, it is not easy for co-opted bank employees to change jobs, because their work experience and resources may not be recognized by other banks, and in the job market in the financial industry, competition is fierce, and high-quality jobs and platforms are rare.
Therefore, how to deal with the decline in income and the pressure of job hopping after the co-optation of bankers has become an urgent problem to be solved.
Different people have different opinions and choices about this issue.
Some people choose to stay behind, believing that the bank after being incorporated also has certain advantages and opportunities, such as using the brand, capital, technology and other resources of the parent bank to improve their own business capabilities and management level, and strive for better promotion space and development prospects.
Some people choose to change jobs, believing that the bank after the merger does not have much development potential and competitiveness, and may encounter various uncertainties and risks in the process of mergers and acquisitions, such as cultural conflicts, system changes, personnel adjustments, etc., which is not conducive to their career planning and stable development.
Whether they stay behind or change jobs, bankers who have been co-opted need to be fully prepared and adjusted.
For those who stay behind, they need to actively adapt to the new environment and new requirements after the merger, integrate into the new team and culture as soon as possible, actively participate in new businesses and projects, show their value and capabilities, and strive for more recognition and support.
For those who change jobs, they need to improve their professionalism and competitiveness, expand their contacts and resources, find more suitable positions and platforms for themselves, grasp the timing and way of job hopping, and avoid unnecessary troubles and losses to themselves and their original units.
In short, the co-opted bankers are facing a difficult choice, they need to make the most suitable decision based on their actual situation and expectations, and find the best path for their career development.