Research On Performance Evaluation Of Credit Card Marketers Of S Branch Of China Ping An Bank

With the rapid growth and development of China's economy and politics in recent years,China's banking industry has made remarkable achievements in the rapid development of economy and politics.However,with the emergence of the new things,such as Internet,information technology and other emerging things,the entire banking industry has also faced an unprecedented series of new challenges.Based on these new challenges,the banks themselves are required to improve their own competitiveness,and the competition in the banking industry is fundamentally the competition of human resources.Human resources are increasingly valued by enterprises,and the focus of enterprises is shifting to human resources.Credit cards are the best platform for the banks to acquire and retain quality customers.Due to the stable income and good credit requirements when applying for a credit card,the quality of the customer group is ensured to a certain extent.One of the greatest resources of banks is to have these high-quality customers and to have some influence over them.The source of income is the customer base.The source of product revenue is the customer base.The core of bank operation is to obtain better customer groups and achieve the purpose of sales.One of the bank's greatest resources is to have these high-quality customer base and have a certain influence on these customer groups.The existence of these high-quality customers is an important guarantee for banks to stand firm in the fierce competition.The credit card marketer system is the most crucial support for building a high-quality customer platform.The enthusiasm and enthusiasm of the credit card marketer system is the key to maintaining this system and promoting the development of the system.Performance appraisal is closely related to the enthusiasm of employees.However,there is very little research on the performance appraisal of this credit card marketer system.In this context,the purpose of this paper is to study the credit card salesman performance appraisal system,explore the problems in the credit card salesman performance appraisal system,find out the causes of these problems,and give suggestions to solve them.This paper aims to improve the credit card salesman system in line that meets the actual situation of S branch of Ping An Bank.Based on the basic ideas of putting forward problems,analyzing problems and solving problems.By means of questionnaire survey and inductive analysis,this paper sorts out the status quo of credit card salesman's performance appraisal in S branch of Ping An Bank and makes an in-depth discussion comprehensively.The main body of the full text is divided into six parts.The first part is the introduction.It mainly introduces the research background,the research status of the topic and the research methods at home and abroad,and finally establishes the basic framework of research.The second part is to sort out the relevant theories of performance appraisal and the special theory in bank performance appraisal,and focus on the reasons for the design of performance appraisal indicators by the balanced scoring method selected in the following article,and discuss its applicability to banks.The third part gives an overview of the organizational structure and strategic development of S branch of Ping An Bank.It lists the current performance appraisal system of all employees of S branch of Ping An Bank.After theoretical research and discussion,it combines the practice level with the performance of the credit card marketers of S branch of Ping An Bank.Analysis of the status quo of assessment.The fourth part first sorts out the results of the questionnaire survey.According to the results,the problems in the performance evaluation system are classified.The main problems are that the performance evaluation goals do not match the strategic goals,the performance goals and job characteristics do not match,and as a result,the application is single,the performance feedback is not sound,and the lack of perfect follow-up work is lacking.The fifth part gives the main countermeasures of improving the performance evaluation system of credit card marketers.Firstly,the balanced scorecard method is used to design the main indicators of performance evaluation by combining the bank's strategic goals and job characteristics.It also introduces the application of analytic hierarchy process to determine the performance.The process of index weighting;secondly,in strengthening the application of performance evaluation results,the focus is to improve the performance manager's ability,maximize the application of the results of performance evaluation,and adjust the credit card marketer's salary,post adjustment and career planning.In addition,a complete performance feedback and communication mechanism should be established,such as applying the SMART principle during the performance interview process and establishing a complete complaint mechanism,etc.Finally,this paper should combine the above points,dynamically improve the performance appraisal system,and gradually adjust the performance appraisal system to make it more suitable for credit card marketers.The last part is the summary,which summarizes the research conclusions of this paper,points out the shortcomings in the research,and looks forward to the future development direction of performance appraisal.Based on the relevant theoretical basis of performance appraisal,combined with the current performance appraisal status of credit card marketers of S branch of Ping An Bank of China,this paper analyzes Ping An Bank through means of literature research,on-site investigation and interviews.S branch of Ping An Bank existing credit card salesman performance appraisal system problems,and find out the reasons for these problems,learn from the domestic and international performance appraisal methods,give some improvement suggestions on the existing performance appraisal system,apply balanced scores The card redesigns the performance indicators of the performance appraisal system,and uses the analytic hierarchy process to calculate the weight of each performance indicator.The performance appraisal system is relatively large.I hope that the research in this paper can play a role in this field,and provide reference for future generations to study the direction of commercial banks.