Design On The Performance Evaluation Of Y Bank Based On The Balanced Score Card

With the acceleration of the global integration process,the implementation of major macro-strategies such as the Belt and Road Initiative,and the continuous increase in disposable income of residents,which has led to the transformation and upgrading of their consumption patterns,China's banking industry has ushered in a major development opportunity,and the major banking outlets have expanded steadily.The financial services provided are diversified and the service methods are more humanized and technological.Y Bank was formally established on December 6,2007,governing 11 regional secondary branches,81 county(city)sub-branches,739secondary sub-branches,and 655 agent outlets.Based on customer needs,Y Bank has deeply explored,perfected and innovated current banking business and products to better meet the needs of Sannong business,retail business and differentiated business strategies,and better serve the growing new demand.With the development of social economy,the increase of corporate financial services demand and the increase of personal disposable income,Y Bank is no longer a single provider of savings business,and its diversified financial business will occupy more shares.At the same time,with the continuous deepening of reform and opening up in China's economic field,Y Bank not only has to face the increasingly fierce competition among its peers,but also has to face more fierce competition from foreign banks.In order to maintain sustainable development and brand influence in this competition,Y Bank needs a reasonable performance evaluation system in addition to a timely and scientific business strategy.It complements the traditional financial indicators and non-financial indicators.The mutual balance between internal and external,short-term growth and long-term development to stimulate the power,vitality and potential of Y Bank,and to achieve the long-term sustainable and healthy development of Y Bank.Based on the domestic and international performance evaluation theory research and practical exploration results,this paper analyzes the problems existing in Y Bank's current performance evaluation and the feasibility of Y Bank's application of balanced scorecard method for performance evaluation,and proposes a balanced scorecard.The overall thinking of Y Bank's performance evaluation is a comprehensive and systematic discussion on the design,weight and score determination and implementation guarantee of the Y-bank overall,department and employee individual performance evaluation indicators based on the Balanced Scorecard.The main conclusions are:(1)The current performance evaluation of Y Bank has problems such as single evaluation content of each level,lack of evaluation index design,insufficient participation of all employees,one-sided application of performance evaluation results,and little incentive effect evaluation.The Balanced Scorecard can effectively compensate for the shortcomings of Y Bank's current performance evaluation methods through the complementarity between traditional financial indicators and non-financial indicators,the balance between internal and external,andthe interaction betweenshort-termgrowthandlong-term development;(2)It is feasible for Y Bank to use the Balanced Scorecard for performance evaluation.Its feasibility is mainly reflected in the clear organizational structure of Y Bank,which is suitable for the balanced scorecard business strategy decomposition,and the causal relationship between business and service objects is clearly suitable for balanced scoring.Card evaluation content,business complexity,need to strengthen collaboration among departments and employees,suitable for balanced scorecard process management,have a complete information processing platform for balanced scorecard data analysis requirements,and employees with higher comprehensive quality are suitable for balance meter Implementation of the card;(3)The Y-bank performance evaluation based on the balanced scorecard should follow the principles of effectiveness,difference,long-term and objectivity.The evaluation indicators of the four dimensions of performance evaluation should be optimized on the basis of improving the performance evaluation process;(4)The key factors of the four dimensions of the Y Bank's overall performance evaluation system based on the Balanced Scorecard are established according to the overall strategic objectives of Y Bank,and the key indicators are selected based on this,and then the analytic hierarchy process is used to determine the fourth.The dimensions,the factors under each dimension,and the weights of each specific performance evaluation indicator.The construction of the Y Bank department and the employee's individual performance evaluation system based on the Balanced Scorecard and the determination of the weights of various evaluation indicators are similar.Since the responsibilities of different departments of Y Bank are not the same,and the strategic objectives and strategic tasks of the department are also different,there are also differences in the performance evaluation indicators of the Y Bank department based on the Balanced Scorecard.In the same way,the design of the individual performance evaluation indicators of Y Bank employees based on the Balanced Scorecard should be designed in accordance with the individual responsibilities of the employees and the different nature of the business;(5)The overall performance evaluation results of the Y bank based on the balanced scorecard are A grade,the performance evaluation results of the human resources department are B~+grade,and the performance evaluation results of the customer manager are B~+grade;(6)Y Bank should summarize these experiences and lessons in the performance evaluation based on the balanced scorecard.Fully recognize the obstacles that may be encountered in the implementation of performance evaluation such as pre-preparation,bottom support system and overall promotion,and actively seek countermeasures to solve them so as to ensure that the performance evaluation of bank Y based on the balanced scorecard can be successfully implemented.