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应对变化和挑战,实现可持续发展的必然路径就是有效挖掘客户。公司金融处于
商业银行业务的核心地位,是绝大部分银行最主要的利润贡献板块,对整体经营
至关重要。同时,公司金融对应着商业银行最主要的客户关系,所以商业银行的
发展需要建立一支高素质的公司金融客户经理队伍

ZG银行山东分行在实施了重大机构改革之后,制定了新的战略目标,将公司
金融业务的发展作为战略实施的核心部分。但经过调查研宄,发现当前山东分行
对公司金融客户经理的绩效管理存在理念理解不到位、考核体系不科学、重考核
轻管理、信息化工具落后等问题。这将极大影响分行整体战略目标的实现

本研究采用科学的理念与工具,从一级分行管理的角度,对山东分行公司金
融客户经理绩效管理体系进行优化,以解决好终端节点效能提升的问题。这在战
略传导、绩效管理、文化建设等方面均有较大的实践意义,对客户经理管理机制
也将起到一定的完善作用。研宄过程中主要用到了文献研宄法、访谈法、问卷调
查法和定量分析法

本文基于对国内外绩效管理等相关文献的梳理分析,针对调研发现的问题,
对公司金融客户经理的绩效管理体系进行优化。首先,弓丨入“平衡计分卡”思想,
使用“平衡计分卡+战略地图”的工具组合,对绩效考核指标体系进行设计。其中,
在指标选取过程中,区分了前置指标和滞后指标,提高了绩效动因指标(非财务)
的占比,在考核体系中较清晰地描述了客户经理为组织整体战略目标的实现可采
取的行动;在权重设计过程中,使用了层次分析法(AHP),以更加科学的基于
量化分析的决策替代了原来基于经验判断的简单主观性决策方式。然后,围绕优
化后的绩效考核体系,对实施前的准备、实施的过程、其他保障三个方面进行阐
述,给出实施的基本路径。其中,在实施过程中,引入“绩效管理”理念,将原
来的“绩效考核”转变为包含目标与计划、辅导与沟通、考核与反馈、奖励与改山东大学硕士学位论文
进四个环节的闭环循环管理,以解决员工参与度低、辅导沟通不到位、绩效改进
不具体的问题,实现了“重管理”。同时,从绩效文化培育、激励资源配置、信
息化建设三个方面分析了实施保障的措施。最后,得出了以下结论:一是科学合
理的员工绩效考核体系可以支撑组织战略的有效实施,二是绩效考核应放在全流
程的绩效管理中进行实施,三是实施绩效管理要重视绩效文化的培育、激励资源
的配置和信息化建设

本文主要有以下三点创新:一是使用“平衡计分卡+战略地图”设计绩效考核
体系,二是将传统的“绩效考核”转变为全面的“绩效管理”,三是引入了层次
分析法(AHP)设计指标权重

关键字:绩效管理;客户经理;平衡计分卡;战略地图。山东大学硕士学位论文
Abstract
The commercial bank＊s management characteristic has decided its value creation,
the risk management and the product sale all revolve around the customer. Therefore,
the inevitable way for commercial banks to achieve sustainable development is to
effectively tap customer value. Corporate finance is in the core position of commercial
banking,and it is the most important profit contribution board of most banks,which is
very important to the whole operation. The company finance corresponds to the most
important customer relationship of commercial banks, so the development of
commercial banks needs to establish a high-quality team of corporate financial customer
managers.
After the implementation of major institutional reforms, the ZG bank Shandong
branch has developed new strategic objectives. The development of the company＊s
financial business is the core of the strategy implementation. But after investigation and
study, we found that the current Shandong branch of the performance of the company&39;s
financial accoxmt managers there are many problems. For example, the concept of
understanding is not enough, the assessment system is unscientific, the management
process is neglected, and the information tools are not advanced. This will greatly affect
the realization of the overall strategic objectives of the branch.
In this study, the scientific concept and tools are used to optimize the performance
management system of the financial account manager of Shandong branch from the
perspective of the management of the first tier branch,so as to solve the problem of
improving the efficiency of the terminal node. This has great practical significance in
strategic transmission, performance management, cultural construction and so on. This
wi
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