Study On The Optimization Of Evaluation Performance System Of BOC E Branch

As the market economy continuing developing in China, more intense competition in the banking industry, the rapid rise of small and medium commercial banks, local banks emerging, coupled with foreign banks, only the state-owned commercial banks need to enhance their core competitiveness, can they survive in the smoke of the battlefield. As the front line of the battlefield, the strength of core competitiveness is due to the degree of development of human resources, and the degree of development of human resources which is due to the perfection of the performance appraisal system. Therefore, the establishment of a scientific and effective performance appraisal is very important to exploit the potential of employees and enhance the core competitiveness of branches.As branchs of state-owned commercial bank, want to survive, they must consider how to overcome its own shortcomings, and design scientific performance appraisal system based on their own actual situation, which not only avoid bad part of all employees in the fierce competition in the market eating "iron rice bowl" phenomenon, but also avoid large staff turnover caused by the real mobilization of the vast majority of the enthusiasm of employees, encouraging everyone to work together to improve performance of the branch.In this paper, based on the E sub-branch of Bank of China, by drawing on the advanced study of the international performance evaluation method to determine the overall research ideas and research methods, and then by way of questionnaires and interviews from different angles on branch performance appraisal conduct of an investigation, we found the current lack of a few E branch performance assessment methods:Firstly, key performance indicators are unreasonable and can not be linked with the branch development strategy. Secondly, lack of communication in the appraisal process, employees and managers can not work and do not understand effectively carried out. Thirdly, the clear assessment criteria is not clear, and the assessment methods subjectivity is unfair. Last but not least, the use of the range of examination results is narrow, and not fully incentive performance appraisal. And so, we have a optimization design of current performance assessment methods of E branch based on a deep analysis of the causes of the above problem. By redesigning of key performance indicators, strategic objectives that it coincides with the branch, balancing the relationship between work and performance; a variety of methods to integrate the use of performance appraisal, while the use of the Balanced Scorecard,360-degree evaluation method, key performance indicators to achieve job to conduct a comprehensive and detailed assessment; joined the progressive factor, benchmark coefficient, and job level coefficient sequence coefficients and salary coefficient adjustment factor to take into account the actual situation of the different levels of employees and employees of different positions, to achieve the objective and fair assessment; formulate measures to ensure the implementation of the assessment program floor, make full use of performance appraisal system.In this paper, the current performance appraisal system of E sub-branch will be preliminary studied and optimized, hoping to improve the phenomenon of low performance and high out flow of talent. Through the implementation of the this program, a fair and reasonable performance competition environment is trying to be made to enhance employees’ performance and the sub-branch’s core competitiveness. At the same time, the result of this paper will provide reference function for other branches of commercial banks in this fierce competition.