中信银行长春分行对公客户经理绩效考核方案优化研究

发布时间：2018-05-11 14:45

本文选题：银行 + 客户经理　；参考：《吉林大学》2014年硕士论文

【摘要】：绩效考核是现代人力资源管理的核心，对企业员工工作积极性与主动性具有决定性的作用，对企业竞争优势的形成有着更为深远的战略意义。在当前商业银行迅速扩张营业机构与业务规模的形势下，现有的人力资源管理模式明显不适应这种以扩大网点规模为手段，寻求利润增长的经营战略。其中能否针对快速扩充进营销团队中的客户经理，制定合理的绩效考核方案，成为了影响商业银行盈利能力的关键因素之一。由此，商业银行对于全员的绩效考核方案，特别是针对一线人员中对公客户经理考核方案的重要性就显得尤为突出，只有使用一个合理高效、有针对性的绩效考核方案，才能提高银行资源使用率，提升商业银行业绩水平。本文以中信银行长春分行的对公客户经理考核方案为研究对象，通过对客户经理任职的岗位职责要求与现行考核方案具体考核内容的分析，发现当前考核方案在考核指标和考核方法设置的科学性、客户经理绩效考核计划的执行、客户经理绩效考核方案宣传培训、绩效激励机制建立等方面存在问题，并对形成上述问题的历史原因与内在原因逐一分析阐述。根据对上述问题的分析与现实改进的需要，结合管理层制定的经营战略，以及科学优化考核方案的原则，对考核方案进行优化设计。依照平衡计分卡与关键指标法的设计原理，分别对银行内部具有独立客户资源与缺少客户资源的两类客户经理设置不同的考核内容，其中对具有独立客户资源的客户经理，按照当前绩效水平分为初级、中级、高级三档，并分别设计各自的考核指标体系并赋予指标不同权重，最后将两大类客户经理合并统一考核，，实现对全部对公客户经理公平合理的考核。在考核改进方案确定后，又对客户经理的晋升规则与绩效奖金的设置进行明确，将绩效考核结果与职级晋升、工资薪金捆绑在一起，以保障后续绩效考核实施的可操作性。在绩效考核方案实施保障的环节中，首先建立银行内考核组织，由分行内主要行领导担任考核领导小组负责人，督导考核工作小组执行具体考核工作。在实施考核工作中，又分为绩效实施、绩效考核、绩效反馈、结果应用等四个过程，以确保绩效考核方案的顺利执行。商业银行绩效考核方案的设计，需要与管理层的战略意图相一致，才能充分促进各项业务的健康发展，有了一个适合企业发展的绩效考核方案，就能激励商业银行内部员工的工作积极性。对现有绩效考核方案进行优化，将保障商业银行的健康运营与全面发展，提高其长期核心竞争力。
[Abstract]:Performance appraisal is the core of modern human resource management, which plays a decisive role in the work enthusiasm and initiative of the employees, and has more far-reaching strategic significance for the formation of the competitive advantage of the enterprise. In the current situation of commercial banks rapidly expanding business organizations and business scale, the existing human resource management model obviously does not adapt to this kind of business strategy of seeking profit growth by expanding the scale of network. One of the key factors affecting the profitability of commercial banks is whether a reasonable performance appraisal scheme can be formulated for account managers who are rapidly expanding into marketing teams. As a result, the importance of the performance appraisal scheme of the commercial bank to the whole staff, especially to the public account manager among the front-line personnel, is particularly prominent. Only a reasonable, efficient and targeted performance appraisal scheme is used. In order to improve the utilization rate of bank resources, improve the performance of commercial banks. This paper takes the appraisal scheme of the public account manager of Changchun branch of CITIC Bank as the research object, through the analysis of the duty requirement of the account manager and the concrete examination content of the current appraisal plan. It is found that there are some problems in the current appraisal scheme, such as the scientific evaluation index and evaluation method, the execution of the performance appraisal plan of the customer manager, the propaganda and training of the performance appraisal plan of the customer manager, the establishment of the performance incentive mechanism, and so on. And the historical causes and internal causes of the above-mentioned problems are analyzed and explained one by one. According to the analysis of the above problems and the need of practical improvement, combined with the management strategy, and the principles of scientific optimization of the evaluation scheme, the optimal design of the evaluation scheme is carried out. According to the design principle of balanced scorecard and key index method, two kinds of account managers with independent customer resources and lack of customer resources are set up different assessment contents respectively. According to the current performance level is divided into primary, intermediate, senior three files, and design their respective evaluation index system and give different weights to the indicators. Finally, the two categories of account managers are combined and unified assessment. To achieve a fair and reasonable assessment of all public account managers. After the evaluation improvement scheme is determined, the promotion rules of the customer manager and the establishment of the performance bonus are made clear, and the results of the performance appraisal are tied together with the promotion of rank and salary, so as to ensure the maneuverability of the implementation of the follow-up performance appraisal. In the process of implementing the performance appraisal scheme, the first step is to set up the appraisal organization in the bank, with the main branch leader as the leader of the appraisal leading group, and supervise the inspection working group to carry out the concrete appraisal work. In order to ensure the smooth implementation of the performance appraisal scheme, it is divided into four processes: performance implementation, performance appraisal, performance feedback and result application. The design of performance appraisal scheme of commercial bank needs to be consistent with the strategic intention of management, in order to fully promote the healthy development of various business, there is a performance appraisal scheme suitable for the development of enterprise. Can encourage the work enthusiasm of the staff inside the commercial bank. The optimization of the existing performance appraisal scheme will ensure the healthy operation and overall development of commercial banks and improve their long-term core competitiveness.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F832.33

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