华夏银行沈阳分行理财经理绩效考核案例研究
发布时间：2018-11-20 13:51
【摘要】：银行之间的竞争,使国内的商业银行都在寻求运用有效的绩效考核管理手段来提升竞争优势。本文通过描述华夏银行沈阳分行理财经理岗位风波案例为切入点,通过对案例进行分析,发现华夏银行沈阳分行对理财经理管理存在问题,特别是绩效考核管理缺失,即现有的所谓的考核方式,模式不清晰、指标不合理、主体不明确,以此折射出我国一部分商业银行的考核方法仍然按指标定任务,也就是只把机关相关专业部门或经营机构(支行)的业务指标完成情况、被考核岗位员工的职责履行情况作为考核内容,没有将影响银行整体竞争力的因素引入绩效考核体系当中,没有对银行发展趋势的评价。这些不足均会成为阻碍被考核员工提升自身能力和确保分行发展的瓶颈。 结合华夏银行沈阳分行的发展目标,作者对理财经理岗位的绩效考核方案进行设计。方案的设计主要遵循战略目标原则、注重考核结果原则、可行性原则、持续改进原则、均衡原则、业绩激励原则和SMART原则,从华夏银行个人业务的内在特点和沈阳分行个人理财经理团队的激励需要出发,充分借鉴国际国内先进银行个人业务考核管理的最佳实践,采用条线主导型绩效管理模式,参照平衡计分卡(BSC)的思想,通过建立关键绩效指标(KPI)体系,使定量业绩积分考核和定性考核相结合,辅以360度反馈评价,对理财经理进行绩效考核,并通过实施绩效反馈,运用绩效结果,有效提升对理财经理岗位人员的绩效管理实效。 通过对理财经理风波案例进行描述和分析,设计考核方案,不仅使华夏银行沈阳分行更加重视对理财经理岗位人员的绩效管理,而且开始将对各个岗位的绩效考核方式及改进作为课题在实践工作中推行。同时,我们认识到,绩效考核体系的建立应当基于清晰的企业战略,是自上而下完成实施,广兼顾利益、过程和结果。只有建立完善的绩效管理体系,才能使人力资源按照企业的要求发挥最大的潜力,使企业在激烈的市场竞争中立于不败之地。
[Abstract]:Because of the competition between banks, domestic commercial banks are seeking to use effective performance appraisal management to enhance their competitive advantage. By describing the case of financial management manager in Shenyang Branch of Huaxia Bank as a starting point, this paper analyzes the case and finds that there are problems in the management of financial manager in Shenyang Branch of Huaxia Bank, especially the lack of performance appraisal management. That is, the existing so-called assessment methods, with unclear models, unreasonable indicators and unclear subjects, reflect that some of the assessment methods of commercial banks in our country still set tasks according to the indicators. That is to say, only the completion of the business indicators of the relevant professional departments of the organs or of the operating institutions (branches) is considered as the assessment content, and the performance of the duties and responsibilities of the staff members are assessed as the contents of the assessment. The factors affecting the overall competitiveness of banks are not introduced into the performance appraisal system, and there is no evaluation of the development trend of banks. These deficiencies will be a bottleneck to improve their ability and ensure the development of branches. Combined with the development goal of Huaxia Bank Shenyang Branch, the author designs the performance appraisal scheme of wealth management manager. The design of the scheme mainly follows the principle of strategic goal, pays attention to the principle of examination result, the principle of feasibility, the principle of continuous improvement, the principle of balance, the principle of performance incentive and the principle of SMART. Based on the internal characteristics of Huaxia Bank's personal business and the incentive needs of Shenyang Branch's personal Finance Manager team, the best practice of personal business assessment and management of international and domestic advanced banks is fully used for reference, and the performance management mode of line leading type is adopted. According to the idea of balanced Scorecard (BSC), by establishing the (KPI) system of key performance indicators, the paper combines quantitative performance integral assessment with qualitative evaluation, and then evaluates the performance of financial managers with 360-degree feedback. And through the implementation of performance feedback, the use of performance results, effectively improve the performance management effectiveness of wealth management managers. Through describing and analyzing the case of financial management manager, designing the appraisal scheme, not only make the Shenyang branch of Huaxia Bank pay more attention to the performance management of the financial manager post personnel, And began to the performance evaluation of the various posts and improvement as a subject in practice. At the same time, we realize that the establishment of performance appraisal system should be based on a clear enterprise strategy. Only by establishing a perfect performance management system can human resources exert their maximum potential in accordance with the requirements of the enterprise and make the enterprise in an invincible position in the fierce market competition.
【学位授予单位】：辽宁大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.33
本文编号：2345088
[Abstract]:Because of the competition between banks, domestic commercial banks are seeking to use effective performance appraisal management to enhance their competitive advantage. By describing the case of financial management manager in Shenyang Branch of Huaxia Bank as a starting point, this paper analyzes the case and finds that there are problems in the management of financial manager in Shenyang Branch of Huaxia Bank, especially the lack of performance appraisal management. That is, the existing so-called assessment methods, with unclear models, unreasonable indicators and unclear subjects, reflect that some of the assessment methods of commercial banks in our country still set tasks according to the indicators. That is to say, only the completion of the business indicators of the relevant professional departments of the organs or of the operating institutions (branches) is considered as the assessment content, and the performance of the duties and responsibilities of the staff members are assessed as the contents of the assessment. The factors affecting the overall competitiveness of banks are not introduced into the performance appraisal system, and there is no evaluation of the development trend of banks. These deficiencies will be a bottleneck to improve their ability and ensure the development of branches. Combined with the development goal of Huaxia Bank Shenyang Branch, the author designs the performance appraisal scheme of wealth management manager. The design of the scheme mainly follows the principle of strategic goal, pays attention to the principle of examination result, the principle of feasibility, the principle of continuous improvement, the principle of balance, the principle of performance incentive and the principle of SMART. Based on the internal characteristics of Huaxia Bank's personal business and the incentive needs of Shenyang Branch's personal Finance Manager team, the best practice of personal business assessment and management of international and domestic advanced banks is fully used for reference, and the performance management mode of line leading type is adopted. According to the idea of balanced Scorecard (BSC), by establishing the (KPI) system of key performance indicators, the paper combines quantitative performance integral assessment with qualitative evaluation, and then evaluates the performance of financial managers with 360-degree feedback. And through the implementation of performance feedback, the use of performance results, effectively improve the performance management effectiveness of wealth management managers. Through describing and analyzing the case of financial management manager, designing the appraisal scheme, not only make the Shenyang branch of Huaxia Bank pay more attention to the performance management of the financial manager post personnel, And began to the performance evaluation of the various posts and improvement as a subject in practice. At the same time, we realize that the establishment of performance appraisal system should be based on a clear enterprise strategy. Only by establishing a perfect performance management system can human resources exert their maximum potential in accordance with the requirements of the enterprise and make the enterprise in an invincible position in the fierce market competition.
【学位授予单位】：辽宁大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.33
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