MBA教育中心知识库

  我国市场经济的深入改革给银行提出了新的挑战，客户经理作为银行人才竞争的重要组成部分，在银行经营发展中发挥着重要作用。因此，各大银行亟须重视客户经理绩效考核，建立和完善银行客户经理绩效考核体系，促进银行的长期稳健发展。

  本文在国内外学者对银行客户经理绩效考核体系研究的基础上，以甘肃银行平凉分行为例，结合绩效考核体系构成要素，从考核指标、考核实施主体、考核周期与实施流程、考核评估与反馈、考核结果的运用五个方面分析该行客户经理绩效考核体系现状，并以此为基础设计了访谈提纲与调查问卷。然后根据访谈和问卷的结果分析了客户经理绩效考核体系设计过程中存在的问题，主要包括绩效考核指标设计不科学、绩效考核主体较为单一、绩效考核流程设计不合理、绩效评估缺乏公平性、绩效反馈渠道狭窄与绩效考核结果运用不充分等六个方面；分析了问题产生的原因包括绩效管理理念不足、绩效部分主体责任缺失、重业务轻发展思想严重、绩效考核缺乏有效沟通、绩效考核制度建设不完善以及考核结果与奖惩机制脱钩六个方面。本研究基于BSC和KPI提取的绩效考核指标对甘肃银行平凉分行客户经理绩效考核体系的考核指标、考核主体、考核周期和实施流程进行了优化措施，同时提出要进一步强化绩效考核结果的反馈和运用。最后制定了相关措施保障优化设计方案可以顺利有效落实，提高该银行的行业竞争力，以期为其他商业银行绩效考核提供一定的参考价值。

    The in-depth reform of China's market economy has put forward new challenges to banks. As an important part of bank talent competition, customer managers play an important role in the operation and development of banks. Therefore, major banks urgently need to pay attention to the performance appraisal of customer managers, establish and improve the performance appraisal system of bank customer managers, and promote the long-term and steady development of banks.

    Based on the research on the performance appraisal system of bank customer managers at home and abroad, taking Pingliang branch of Bank of Gansu as an example, combined with the constituent elements of the performance appraisal system, this study analyzes the current situation of the performance appraisal system of bank customer managers from five aspects: appraisal indicators, appraisal implementation subject, appraisal cycle and implementation process, appraisal evaluation and feedback, and the application of appraisal results, On this basis, the interview outline and questionnaire are designed. Then, according to the results of interviews and questionnaires, this paper analyzes the problems existing in the design of customer manager performance appraisal system, which mainly includes six aspects: unscientific design of performance appraisal indicators, single implementation subject of performance appraisal, unreasonable design of performance appraisal process, lack of fairness of performance appraisal, narrow performance feedback channels and insufficient use of performance results. According to the interview results, this paper analyzes the causes of the problems, including the lack of performance appraisal concept, the lack of responsibility of some appraisal subjects, the serious idea of emphasizing business over development, the lack of effective communication in performance appraisal, the imperfect construction of performance appraisal system and the decoupling of appraisal results from reward and punishment mechanism. Based on the performance appraisal indicators extracted from BSC and KPI, this study uses analytic hierarchy process to put forward optimization measures for appraisal indicators, appraisal subjects, appraisal cycle and implementation process, and proposes to further strengthen the feedback and application of performance appraisal results. Finally, the effect of the performance appraisal optimization scheme is predicted, and relevant measures are formulated to ensure that the above optimization design scheme can be implemented smoothly and effectively, so as to improve the industry competitiveness of the bank, in order to provide some reference value for the performance appraisal of other commercial banks.