| Performance evaluation is the "baton" for the operation of grassroots branches of commercial banks,and also the "propeller" for the behavior of employees in grassroots branches.Many problems in the development of branches can be traced back to performance evaluation.The drawbacks of the performance evaluation mechanism for grassroots branches hinder the transformation and stable development of branch businesses.Therefore,the key problem to be solved by the reform and development of commercial banks is how to improve the current employee performance appraisal system,and then obtain absolute advantage in the fierce market competition.YC Bank has nearly 40000 physical branches,with grassroots branches covering 99% of counties.By leveraging the advantages of branch sinking,YC Bank provides customers with more convenient and warm services.CZ Branch,as a prefecture level city branch of YC Bank,has actively explored the transformation and development of grassroots branches in recent years,including "intelligence","lightness",and "comprehensiveness".In order to promote the smooth transformation of grassroots branches,banks have implemented a "one point one policy" approach,developed performance evaluation plans for grassroots branch positioning,conducted joint consultations,studied corresponding measures and methods,and constructed a scientific and reasonable performance evaluation system.This article takes the employees of the grassroots branch of YC Bank CZ Branch as the research object,based on the current situation of performance evaluation for employees in the grassroots branch,and diagnoses the existence of performance evaluation indicators system for grassroots branch employees that are not combined with strategic planning,and the setting of performance indicators violates the principle of achieving success.Some performance evaluation indicators are not set in conjunction with job responsibilities,and the performance indicators emphasize too much on quantitative evaluation of performance indicators,The assessment of different positions is still not fair and lacks assessment of team cooperation.The reasons for this lie in the lack of strategic planning in grassroots branches,the lack of performance professionalism in branch management,insufficient participation of employees in grassroots branches,a lack of performance communication and feedback mechanisms,poor promotion and implementation of performance evaluations,and insufficient feedback and utilization of performance evaluation results.Then,using the balanced scorecard method and key performance indicator method,the bank’s strategic goals are decomposed,combined with job description analysis,constructed from four dimensions: finance,customers,internal processes,and learning and growth.The Analytic Hierarchy Process is used to reasonably allocate the weight of each assessment indicator.Finally,it is proposed to unify the internal thinking of the branch and reach a consensus on performance evaluation.The human resources department scientifically formulates a performance evaluation index system,strengthens communication with grassroots branch employees to ensure the implementation of the performance evaluation index system is in place,dynamically revises the performance evaluation index system,and proposes targeted measures such as institutional guarantee,organizational guarantee,technical guarantee,and cultural guarantee to ensure the smooth implementation of the new system.By optimizing the performance evaluation system for employees in grassroots branches of banks,it can not only inspire their work enthusiasm and ignite their enthusiasm,but also promote the efficient development of various business activities in grassroots branches.Grassroots branch employees continue to maintain a combat state,accelerate work pace,seize development opportunities,enhance enterprising awareness,and complete performance task goals with excellent work. |
