MBA教育中心知识库

兰州银行作为西北规模最大的城商行，目前正处于上市的关键阶段，面临着从“规模增长”到“质效提升”的关键转变期，而客户经理潜能的发挥程度与银行经营发展有着密切的关系。因此，兰州银行一直致力于为客户经理团队建立一套符合自身企业文化和发展要求的绩效考核体系。

本文以兰州银行客户经理绩效考核体系为研究对象，基于对绩效管理理论和国内外研究成果的总结，使用问卷调查法获取兰州银行客户经理绩效考核体系现状的数据，分析和提炼出兰州银行客户经理绩效考核体系主体多流程复杂、指标权重不合理、结果运用不充分、组织实施欠缺四个方面的问题，针对问题，本文重点从考核主体和流程、指标与权重、应用与反馈、组织与实施四方面对兰州银行客户经理绩效考核体系进行优化，并提出运行保障措施。旨在为兰州银行客户经理绩效考核体系建设提供一些借鉴和参考，促进兰州银行充分发挥好绩效考核这一经营管理的指挥棒作用，以此促进业务发展和战略转型。

Bank of Lanzhou, the biggest commercial bank in the northwest of China,is at a critical stage of listing. As well as facing a key period of transformation from “the scale growth” to “quality and efficiency improvement”. The performance of customer managers’ potential is closely related to banks’ management and development. Therefore, Bank of Lanzhou has been devoted to build s set of performance appraisal system for customer managers, which could be suitable for enterprise culture and development requirement.

This paper focus on the performance appraisal system of the Bank of Lanzhou, on the basis of combing and summarizing the data and theories, analyzing the problems in the relevant information through the questionnaire. Drawing a conclusion that there are 4 problems about Bank of Lanzhou’s customers performance appraisal system of customer manager, these are complex process, unreasonable index weight, inadequacy of using results, deficiency of organization and implementation.Aiming at the problems, this paper emphases the prioritization the system at 4 aspects, including evaluation and process,  index and weight, application and feedback, organization and implementation. Aimed at offering Bank of Lanzhou some suggestion about building performance appraisal system of customer manager,which could be helpful for business development and strategy transition.