| In the face of increasingly competitive environment,the competition between commercial banks is becoming more and more fierce.While there are many aspects to improving the sustainable competitiveness of commercial banks,the continuous improvement of employees’ capabilities is a crucial factor.Among the factors that promote the improvement of employees’ ability,it is an important path to evaluate the staff’s shortcomings and advantages through performance appraisal and guide employees to grow and become talented in the process of correcting the shortage.Judging from the performance appraisal system of the Bank of China Chengguan Branch,there are many problems.Through the optimization of the program,the performance appraisal of the Bank of China Chengguan Branch can be used to perform better evaluation work,so as to achieve more effective incentive and guidance.Therefore,this paper takes the performance evaluation of individual account manager of Bank of China Chengguan Sub-branch as the research topic.Through investigation and interview,it analyzes and concludes that there is a lack of continuity in the current performance appraisal of the Bank of China,and the performance appraisal indicators are unreasonable and lack of annual performance appraisal.Standards,assessment results are not comprehensively applied.Based on this,the paper optimizes the performance evaluation plan of individual account managers from the aspects of index setting,assessment cycle,result application,and coaching communication.The monthly assessment is cancelled on the assessment cycle,and is changed to monthly calculations and quarterly annual assessments to clarify the annual assessment criteria.Secondly,the quarterly assessment forms are unified standards,reducing the total number of performance indicators,and adding learning growth and customer relationship indicators.In terms of statistics,Reduce manual statistics and repeat statistics;again,improve the application of performance appraisal results,open the minimum maximum performance discrimination,enhance incentives,and clarify the ranking requirements and performance bonus coefficients of the year-end performance appraisal level;Training and learning;performance appraisal results are applied to paid leave benefits,priority adjustment of institutional positions,priority access to exchange learning opportunities,inclusion of management reserve and elite talent pool;clear performance appraisal feedback process and requirements.Finally,this paper puts forward the safeguard measures for organizational support,establishment of customer tiered maintenance mechanism,strengthening program publicity and training,implementation of communication and counseling process,and implementation of results application. |
