Study On The Problems And Countermeasures Of Staff Performance Process Management In Bank And Insurance Supervision Sub-bureau Of J City

After the national financial work conference in July 2017 proposed that China should fully cultivate a good regulatory atmosphere of conscientiousness,daring to supervise,proficient in supervision and accountability,the report of the 19 th National Congress of the Communist Party of China put forward new requirements for financial reform and the construction of a high-quality and professional cadre team.At the same time,in order to effectively prevent financial risks,China has strengthened the risk supervision of financial institutions in recent years.The on-site and off-site inspection tasks of financial regulators have increased dramatically,and they are generally faced with the problems of high staff pressure and low overall momentum.The grass-roots banking and insurance supervision institutions are the front and main position of financial supervision,and most of the supervision team are cadres below the section level,whose work performance directly affects the development of supervision work.The contradiction between the continuous improvement of supervision work standards and the work performance of employees requires the combination of supervision objectives and the work tasks of employees,through the implementation of employee performance process management,the improvement of professional ability and work enthusiasm of employees,and the improvement of supervision organization efficiency,so as to constantly adapt to the new development of financial supervision.Through in-depth interviews and on-the-spot investigation,this paper investigates the performance process management of the employees of J city banking and Insurance Regulatory Bureau.Taking this as the research object,it analyzes and concludes that the existing problems of the branch include: insufficient attention to performance process management,lack of effective supervision,lack of standardization of objective management,formalization of process management and lack of pertinence of records.Starting from the problems found,the causes are as follows: neglecting process management,not building a scientific and reasonable performance management culture;lack of supervision and support,management responsibility not implemented;poor planning of objectives,lack of management and schedule;improper methods,time-consuming communication.On the basis of finding out the problems and causes,through the relevant management theory and combiningwith the advanced performance management experience at home and abroad,the paper puts forward the improvement countermeasures of employee performance process management from five aspects: changing the concept,attaching importance to performance culture,strengthening the supervision of performance process management and control,optimizing the target management and control method,two-way communication,implementing process management and control,selecting the appropriate interview cycle and making a written record 。 Through targeted and operable countermeasures and suggestions,we can help the sub bureau to do a good job in employee performance management comprehensively,completely and systematically,so as to improve employee work efficiency.Through continuous process control,we can promote the combination of employee and organizational goals,so as to improve the overall work efficiency of the organization and achieve the common progress of employee and sub Bureau performance.