【作者】 张博；

【导师】 郭凤鸣；

【作者基本信息】 吉林大学 ， 工商管理硕士（专业学位）， 2020， 硕士

【摘要】 近年来,随着国内外经济形势的日趋复杂、银行业之间竞争的加剧以及互联网金融的出现,商业银行的经营管理水平以及客户服务能力都面临着更高的要求。在此过程中,各家银行都认识到了客户经理的专业能力和经营业绩对其发展起到的重要作用,并希望通过绩效考核,更好的激发客户经理工作的主观能动性,进一步增强其创造价值的能力。惠兴银行作为全国性商业银行的省级分行,同样认识到客户经理绩效考核的重要性。随着其经营目标由“以业绩为重心”向“以价值为重心”的迅速转变,客户经理绩效考核体系转型方面稍显滞后。惠兴银行如何构建与自身经营战略相适应、能够保持自身发展动力和竞争力的客户经理绩效考核体系,还需要更多的探索和研究。本文以惠兴银行客户经理绩效考核体系为研究对象,结合KPI关键绩效指标考核方法、经济增加值(EVA)理论与相关激励理论,在绩效考核指标设计、考核流程以及考核结果应用方面,对现行绩效考核办法进行优化。旨在为惠兴银行建立更加科学有效的客户经理绩效考核体系,促进客户经理服务能力、业务能力及业绩的提升,为银行业务的发展注入更多的活力。首先,本文通过对现行绩效考核方案的相关政策进行研究、与相关人员访谈的方式,分析总结了惠兴银行在客户经理考核过程中存在的指标设计不合理、指导性差以及考核结果应用单一等问题;其次,针对这些问题,明确对绩效考核方案进行优化的依据和整体思路,根据KPI关键绩效指标考核方法的要点,整合主要业绩指标,并对客户经理的业绩要求按级别分层设计,根据经济增加值(EVA)相关理论,加强EVA计算工具的应用,将指标、利润、产品有机的结合在一起,并根据相关激励理论,丰富对于绩效考核结果的应用;最后,为了有效落实绩效考核优化方案,根据实际工作中的情况,提出实施要点以及一系列保障方案实施的措施,确保优化方案能够得到有效的执行。优化后的考核方案,在原有指标上更加精炼明确,指导性更强,考核更加公平公正,结果的应用也更加丰富合理,能够更好的调动客户经理提升自身业绩的主动性和积极性,以期能够促进惠兴银行业务发展及价值创造目标的实现。惠兴银行根据自身的发展阶段,在客户经理绩效考核方式上采取KPI关键绩效指标考核与利润考核结合的模式,本身也是在当前严峻的经济形势下,寻求经营转型的一次摸索。本次对惠兴银行绩效考核方案的优化,借鉴了国内一些先进商业银行的考核理念,希望也能对其他存在相同问题的商业银行起到一些启发作用,推动商业银行客户经理绩效考核体系的发展和完善,促进我国商业银行在“新常态”的经济环境下持续健康发展。更多还原

【Abstract】 In recent years,with the increasingly complex economic situation at home and abroad,the intensification of the competition between the banking industry and the emergence of Internet finance,commercial Banks are facing higher requirements on their operation and management level and customer service ability.In this process,all Banks have realized the important role of customer managers’ professional ability and business performance in their development,and hope to better stimulate the subjective initiative of customer managers through performance appraisal,and further enhance their ability to create value.As a provincial branch of a national commercial bank,Huixing bank also recognizes the importance of customer manager performance appraisal.With the rapid transformation of its business objectives from "performance-oriented" to "value-oriented",the transformation of the performance appraisal system of account managers is lagging behind.More exploration and research is needed on how to build a performance appraisal system for customer managers that is compatible with its own business strategy and maintains its own motivation and competitiveness.This paper takes the performance appraisal system of customer managers of Huixing bank as the research object,combines the performance appraisal method of KPI key indicators,the theory of economic value added(EVA)and relevant incentive theories,and optimizes the current performance appraisal method in the aspects of performance appraisal index design,assessment process and application of assessment results.The aim is to establish a more scientific and effective performance appraisal system for customer managers,promote the improvement of customer managers’ service ability,business ability and performance,and inject more vitality into the development of banking business.First of all,this paper analyzes and summarizes the problems of unreasonable index design,poor guidance and single application of assessment results in the assessment process of customer managers by studying relevant policies of the current performance assessment program and interviewing relevant personnel.Secondly,aiming at these problems,and optimize the performance appraisal scheme on the basis of the overall train of thought,according to the key performance indicators KPI evaluation method,the main points of the integration of key performance indicators,and to the performance requirement of the customer manager according to the level of hierarchical design,according to the economic value added(EVA)related theory,strengthen the application of EVA calculation tool,indicators,profits,product organic unifies in together,and according to the relevant incentive theory,rich application about performance appraisal result;Finally,in order to effectively implement the optimization plan of performance appraisal,according to the actual situation in the work,the implementation points and a series of measures to ensure the implementation of the optimization plan can be effectively implemented.The optimized assessment plan is more refined and clear on the original indicators,with stronger guidance,more fair and fair assessment,and more reasonable application of the results,which can better mobilize the initiative and enthusiasm of account managers to improve their own performance.So as to promote the business development and value creation of Huixing bank.According to its own development stage,Huixing bank adopts the combination of KPI key performance assessment and profit assessment mode in the performance assessment mode of account managers,which is itself an exploration for the operation transformation under the current severe economic situation.This the optimization of Huixing bank performance evaluation scheme,draw lessons from the domestic some advanced commercial bank assessment concept,hope can also be of the same problems in other commercial Banks have some inspiration effect,promote the development of commercial bank account manager performance evaluation system and perfect,to promote our country commercial bank in the "new normal" economy sustainable and healthy development.更多还原