| With the continuous development of market-oriented reform of China’s interest rate policy,the capital market is changing rapidly.The banking industry,which is closely related to the economic environment,is faced with the problem of continuous narrowing of interest margin,sharp increase of risks and weak financing demand of enterprises,leading to the decline of profitability of most commercial banks.At the same time,the income of residents has increased greatly,and customers’ demands for commercial banks are not satisfied with savings and loans in the past.With the decline of the traditional business model and the emergence of new demands,the retail transformation of bank has become an inevitable trend of future development.This paper will take the business Department of S Bank as the research object to study the problems existing in the performance appraisal system of its account manager position.Firstly,relevant literature on performance assessment at domestic and abroad was collected for study and research.After that,the current situation of performance appraisal of the business Department of S Bank was understood through field interview.Based on the situation,the specific content of the questionnaire was determined through communication with the management.After discussing the investigation results with the management,it is found that the current performance appraisal system of customer managers in the business department has some problems,such as the appraisal index being divorced from the actual work,the feedback mechanism of appraisal results not established,and the identification process of performance results not standardized.It also analyzes the causes of the above problems: there is a big gap between the setting of performance assessment indicators and the strategic direction;the management staff of the business Department of S Bank takes the good assessment results as the assessment purpose and ignores the performance feedback link and the right offside of the performance assessment objects,resulting in the lack of standardization performance assessment process.Finally,aiming at the problems mentioned above,based on the knowledge of balanced scorecard,weight judgment table and objective management,the evaluation system of account manager is optimized,and the relevant safeguard measures are put forward.On the one hand,the research content of this paper can provide valuable guidance and help for the optimization of the performance appraisal system of the customer manager of the business department of bank S,accelerate the transformation of the business department of bank S from a traditional business outlet to a service outlet,and help bank S build a customer manager team and realize its retail business strategy.On the other hand,in the current critical period when all banks are in the layout of retail business transformation,this paper can also provide practical reference and guidance for other urban commercial banks and rural commercial banks in the construction of retail marketing team,which are in a similar situation with bank S. |
