Practice And Optimization Of Performance Evaluation Of Sub-branch Of F Bank Suzhou Branch

In recent years,the banking industry has faced increasingly complicated internal and external economic situations,and the difficulties and challenges of business operations have increased significantly.The entire industry is struggling to overcome the painful period brought about by economic restructuring,and the salary level of employees has also entered a low-speed growth or even Recession,how to resolve the contradiction between performance appraisal and resource allocation mechanism resources has become a key issue to improve the comprehensive competitiveness of banks.As the most important organizational unit in the bank’s business strategy,the grass-roots sub-branch integrates the various resources of the bank.Its operational vitality and profitability determine the development level and management level of the entire organization,and it also improves the overall competitiveness of the bank.The heart of it.At the same time,how to stimulate the vitality and potential of the employees of the grass-roots sub-branches to contribute more to the cause of the bank in the fierce market competition has also become a major issue facing commercial banks.Therefore,in the bank’s performance management level,sub-branches are the most critical part of the implementation of performance policies.How to scientifically evaluate and allocate the performance of grass-roots sub-branches,pursue maximum benefits in a limited profit space,and enhance the core competitiveness of the bank.It has very important practical significance.Based on my own post,the author’s research on the performance evaluation of F’s current grassroots sub-branches found that conditions such as lack of performance allocation specifications,lack of scientific basis for index design,weak timeliness of performance cash,and lack of communication and feedback mechanisms for performance evaluation still exist.Although F bank already has a set of performance evaluation and salary distribution models,this performance evaluation system and salary distribution system have played a positive role in employee incentives and business development,but there are deficiencies in applicability and operation,and it is fully competitive with banks.The new requirements of the times do not match.Based on a systematic review,analysis,and evaluation of performance assessment theories and literature,this paper conducts in-depth research on the performance assessment practices of F Bank Suzhou Branch,and proposes a set of clear sub-branch performance assessment optimization principles and specific countermeasures.The key and difficult points that may be encountered in the implementation process,and put forward safeguard measures from the four aspects of organizational guarantee of performance evaluation,technical guarantee of management system,communication and feedback mechanism in the implementation process,and promotion of corporate culture construction,with a view to F bank Suzhou Branch provides help and guidance for healthier and higher-quality development.