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中国建设银行五家渠支行客户经理制绩效考核优化方案

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汇编 出版。保密的学位报告在解密后适用本规定。 研究生签名, 时间, 年 月 日 导师签名, 时间, 年 月 日I 摘要 银行客户经理是银行与客户沟通的媒介,工作主要是以客户为中心,处理客户存贷款及其它中 间业务,并负责开拓和维护客户关系。客户经理制是商业银行在市场竞争中取得优势的必然趋势。 客户经理作为客户经理制实施的主体,是客户经理制有效实施的决定性因素。科学的客户经理绩效 测评能够提升对客户经理的激励作用,客户经理能力的优劣对银行与客户的关系有直接影响,对商 业银行金融产品的营销有决定性作用。然而,目前国内各商业银行对客户经理的考核内容、考核方 式、考核频度等方面仅以短期化财务指标作为考量,只侧重短期利润最大化,使得绩效考核与客户 经理的长远发展及工作能力联系不够密切,即产生不科学的短期绩效指标,这并不能促进整个银行 经营与员工个人的稳步发展。因此制定一个合理有效的绩效考核方案对商业银行的发展至关重要。 只有合理优化绩效考核方案,才能充分发挥其对客户经理的激励作用,才能有效提高商业银行的竞 争力。 报告在对绩效考核、客户经理制等相关理论进行了介绍;以中国建银行五家渠支行为例,通过 实地调研、发放问卷、个别访谈等方法对其客户经理绩效考核现状进行调研,分析其存在的问题; 在此基础上,结合中国建设银行五家渠支行实际情况,对其客户经理绩效考核体系进行优化设计和 构思;并进一步从考核流程、考核周期和主体、考核反馈机制、考核结果应用等多个层次对其绩效 考核体系进行优化和设计,为中国建设银行五家渠支行提高客户经理工作绩效进而提高整个银行的 客户体验和工作业绩提供参考。 五家渠支行客户经理绩效考核体系优化后的效果主要体现在以下几个方面,首先,优化后的客 户经理绩效考核指标以银行发展战略为基础,实现了银行发展战略和客户经理绩效考核目标的统一。 优化后的绩效考核指标通过层层分解的方式将企业的发展战略分解到客户经理工作岗位中,实现了 银行发展战略和绩效考核目标的统一,在实现银行发展战略的同时也能满足客户经理的绩效考核目 标;其次,优化后的客户经理绩效考核体系体现了不同岗位的差异性。原有的客户经理绩效考核指 标相对简单,没有考虑到个人客户经理、公司客户经理和网点客户经理岗位职责的不同,对不同岗 位采用统一考核指标。优化后的客户经理绩效考核指标以岗位责任为基础,重视不同岗位工作目标 和工作内容的不同,体现了岗位差异性;最后优化后的绩效考核体系提升了绩效考核的公平性。优 化后的绩效考核体系加入了绩效考核反馈机制。当客户经理对绩效考核结果存在异议时可以提起申 诉,这为银行客户经理绩效考核问题的解决提供了通道,有利于提升企业绩效考核的公平性。 关键词,客户经理;绩效考核;发展战略;五家渠支行II Abstract Bank account manager is a communication medium between the bank and the customer, the work is mainly customer-centered, processing customer's deposit loan and other intermediary business, and is responsible for the development and maintenance of the customer relationship. The customer's management system is the inevitable tendency of commercial Banks to gain an advantage in market competition. As the main body of customer manager, the customer manager is the decisive factor in the effective implementation of the customer's management system. Scientific account manager performance evaluation can improve the manager's incentive to the customer, the customer manager quality has a direct effect on the relationship between the Banks and their customers, the commercial bank financial products marketing has a decisive role. , however, the current domestic commercial Banks to customer manager of evaluation content, evaluation methods, evaluation frequency, etc, with only a lot of financial indicators as consideration, only focus on short-term profit maximization, making performance evaluation contact customer manager's long-term development and the ability to work closely enough, the unscientific short-term performance indicators, it does not promote the steady development of the whole banking business and personal. Therefore, it is very important for commercial Banks to develop a reasonable and effective performance appraisal program. Only by optimizing the performance assessment scheme, can the incentives of the customer manager be fully utilized to effectively improve the competitiveness of commercial Banks. This paper introduces the related theories of performance appraisal and customer management system. This paper analyzes the present situation of customer managers' performance evaluation by means of field research, questionnaire, and individual interview, and analyzes its existing problems. On the basis of this, the paper optimizes the design and conception of the performance appraisal system of its customer managers based on the actual situation of China construction bank wujiqu branch. And further from the inspection process, and the inspection cycle and the main body, evaluation feedback mechanism, the application of the assessment results of multiple level optimization and design of its performance appraisal system, for the China construction bank wujiaqu branch improve customer manager job performance and improve the customer experience and working performance of the entire banking to provide the reference. Wujiaqu branch account manager performance evaluation system of the optimized effect is mainly embodied in the following aspects: first, the customer manager performance evaluation indexes of optimized on the basis of the bank's development strategy, implement the bank's development strategy and the unity of the account manager performance evaluation target. Performance evaluation indexes of optimized through layer upon layer decomposition of the enterprise development strategy of decomposition to the customer manager job, achieve the unity of the bank's development strategy and performance appraisal target, in the realization of the bank development strategy at the same time also can meet customer manager's performance appraisal target; Secondly, the performance evaluation system of theIII customer manager is reflected in the difference of different positions. The original account manager performance evaluation indicators is relatively simple, doesn't take into account individual customer manager, the company customer manager and branch manager responsibility is different, the different post by unified examination index. The performance evaluation index of the optimized customer manager is based on the post responsibility, which values the different job objectives and the different contents of the work, which reflects the difference of the position. Finally, the optimized performance appraisal system improves the fairness of performance appraisal. The optimized performance appraisal system incorporates the performance appraisal feedback mechanism. When a customer manager objections can be filed a complaint with the result of performance appraisal, this for bank account manager performance evaluation provides a channel to resolve the problem, is conducive to enhance the fairness of performance appraisal. Key words: Customer Manager,Performance Appraisal,Development Strategy,Wujiaqu BranchIV 目 录 摘要 ..............................................................................I Abstract ......................................................................................................................................................... II 第一章 绪论 .........................................................................1 1.1 研究背景.....................................................................1 1.2 文献综述.....................................................................1 1.2.1 国外研究现状...........................................................1 1.2.2 国内硏究现状 .......................................................2 1.3 研究内容及研究方法...........................................................3 1.3.1 研究内容...............................................................3 1.3.2 研究方法...............................................................3 第二章 概念界定与相关理论基础 .......................................................5 2.1 相关概念界定.................................................................5 2.1.1 绩效的概念.............................................................5 2.1.2 绩效考核的概念.........................................................5 2.1.3 客户经理制的概念.......................................................5 2.2 绩效考核的内容...............................................................6 2.3 绩效考核的工具方法...........................................................6 2.3.1 关键绩效指标 KPI.......................................................6 2.3.2 平衡计分卡.............................................................7 第三章 中国建设银行五家渠支行客户经理制绩效考核现状 .................................9 3.1 中国建设银行五家渠支行概况...................................................9 3.1.1 中国建设银行五家渠支行介绍.............................................9 3.1.2 组织结构及人力资源情况.................................................9 3.2 中国建设银行五家渠支行客户经理绩效考核现状..................................10 3.2.1 绩效考核原则..........................................................10 3.2.2 绩效考核方法..........................................................10 3.2.3 考核分类..............................................................10 3.2.4 绩效考核内容与标准....................................................10 3.2.5 绩效考核主体..........................................................13 3.2.6 绩效考核结果应用......................................................13 3.3 客户经理绩效考核存在的问题..................................................14 3.3.1 考核重处罚轻奖励......................................................14 3.3.2 考核指标不合理........................................................14 3.3.3 缺乏考核反馈机制......................................................14V 3.3.4 绩效考核结果应用单一..................................................14 第四章 中国建设银行五家渠支行客户经理制绩效考核优化方案 ............................16 4.1 优化原则....................................................................16 4.1.1 公平性原则............................................................16 4.1.2 实用性原则............................................................16 4.1.3 战略一致性原则........................................................16 4.2 优化总体思路................................................................16 4.3 绩效考核指标选取............................................................17 4.3.1 五家渠支行发展战略分解................................................17 4.3.2 营业部目标分解........................................................18 4.3.3 岗位职责..............................................................18 4.3.4 关键绩效指标选择......................................................24 第五章 绩效考核指标权重赋值及考核标准确定 ..........................................28 5.1 绩效考核指标权得分..........................................................28 5.2 绩效考核指标权权重赋值......................................................31 5.3 绩效考核标准确定............................................................34 第六章 中国建设银行五家渠支行客户经理制绩效考核方案实施 ............................46 6.1 绩效考核周期及主体..........................................................46 6.1.1 绩效考核周期..........................................................46 6.1.2 绩效考核主体..........................................................46 6.2 绩效考核反馈机制............................................................47 6.2.1 绩效考核申诉机制......................................................47 6.2.2 绩效考核面谈机制......................................................48 6.3 绩效考核结果应用............................................................48 6.3.1 绩效考核等级划分......................................................48 6.3.2 绩效考核结果应用......................................................49 第七章 结论 ........................................................................51 7.1 研究效果....................................................................51 7.2 不足及展望..................................................................51