Study On Optimization Of Performance Appraisal System Of Ty Outbound Call Center Of China Construction Bank Sichuan Branch

The outbound call center is a telecommunications industry that focuses on "information technology,internet,big data,and intelligence" technology,mainly providing telephone services for customers.During the service process,the outbound call center serves as a customer service channel,communicating with the market over the phone to solve customer problems and doubts.Due to the huge labor costs involved in outbound call centers,it has attracted widespread attention from experts.In order to stand out in the market competition,the outbound call center needs to establish a scientific and effective talent management system,and pay attention to the management of enterprises’ outbound call center talents.In addition to management issues,outbound call centers also face the problem of employees bearing heavy performance indicators and pressure,which often leads to employees feeling immense pressure,low satisfaction,and high turnover rate,which has become a common problem in outbound call centers.In order to deal with these problems,we must develop a special talent management method suitable for outbound call centers.Only by guiding employees through scientific methods,evaluating their actual performance,and providing incentives and training to employees can outbound call centers consolidate their market position and achieve success.This article is based on modern performance management theory and methods,and studies the performance evaluation system of TY outbound call center.Through literature research,on-site investigation and quantitative and qualitative analysis,it was found that TY call center has problems in performance evaluation,such as not being matched with the company’s development goals,formalized evaluation,and lack of evaluation indicators.To solve these problems,this study proposes a scheme of using balanced scorecard and key performance indicators to optimize the performance evaluation system of TY call center.This scheme divides reasonable performance indicators from the perspectives of strategy,internal processes,learning and growth,and customers,and applies the balanced scorecard principle to the performance evaluation of TY call center,while using the key performance indicator method to determine the final evaluation indicators.For specific problems,this study proposes corresponding solutions,such as matching performance evaluation with corporate strategic goals and improving internal management level.Finally,this study analyzes the implementation control,feedback,evaluation,and application of performance evaluation results,demonstrating the scientificity and completeness of the proposed scheme.In summary,the implementation of performance management needs to be promoted from multiple perspectives to ensure effective implementation.Therefore,this article proposes a comprehensive and systematic performance management plan for the basic stages of performance evaluation and explores it.This plan emphasizes not only the compatibility between performance evaluation and corporate strategic goals,but also fully considers the development planning and psychological health of employees,in order to improve corporate cohesion and employee loyalty.Its essence is a manifestation of creating value for both employees and the enterprise,a humanized management practice centered around employees,and an important guarantee for the outbound call center to improve market competitiveness.