工商银行石臼支行基层员工 KPI 绩效考评方案研究 随着银行业市场的扩容，行业竞争日益加剧，竞争焦点已从传统的市场和 客户争夺转移到优秀人才的竞争，加之国内外经济危机，国有商业银行发展日 趋困难，其中人才的匮乏、流失成为影响国有商业银行发展的重要因素。自 2012 年以来，股份制商业银行陆续在日照设立分支机构，组建初期人员除上级 行委派外，大部分员工从工、农、中、建等国有银行挖转客户资源丰富、从业 经验丰富、业务能力、综合素质较强人员，股份制商业银行高薪、职位承诺、 晋升通道通畅等诱惑给国有银行的优秀人才提供了流动的机遇。 工商银行石臼支行地理位置优越、客户资源丰富、优秀人才聚集，是工商 银行日照分行辖内效益较好的支行之一，行内中层管理者和优秀员工成为股份 制银行挖转的重要目标，近两年来人员流失较为严重。部分优秀人才离职，不 仅严重影响了在岗员工的工作积极性和凝聚力，影响了业务的正常运转，也造 成了客户资源的流失，支行效益下降；加之国际金融危机的影响，大宗商品价 格大幅下跌，外贸企业经营困难，该行对国际业务的依存度较大，因而信用风 险增大，利润下滑，员工收入下降，行内员工普遍抱怨绩效考核不合理，收入 与付出不匹配等，工作积极性不高。为摆脱危机，稳定经营，该行对前、中、 后台及系统内各业务、管理、行政等条线进行全面梳理，发现该行存在内、外 部诸多隐患，但是行内基层员工绩效考评存在较大问题，严重挫伤了员工的工 作积极性。 本文从研究工商银行石臼支行的现状出发，通过对问卷及访谈所得资料进 行综合研究和分析，总结出石臼支行绩效考评存在着包括系统内绩效考核体系 存在缺陷、绩效指标与工作不匹配、绩效考核过程简单、绩效考评结果形同虚 设等诸多方面的问题。通过阅读大量文献，借鉴同业先进支行绩效考评管理中 的成功经验，理论结合实践，找到能够改进支行绩效考评的方法。最终决定采用 KPI 绩效考评方法，对石臼支行的绩效考评进行设计。首先进行工作和岗位 职责确认，以此来拟定 KPI 指标和权重，设计考核流程，确保整个绩效考评体 系完整流畅，避免疏漏。最后通过支行管理层、综合管理部、各业务部门等的 共同配合，保障考评方案的有效执行，再配合考评结果的应用，使绩效考评在 应用中发挥重要作用，从而整体提升支行的绩效管理工作。 本文所进行的设计，旨在将 KPI 绩效考评理论应用到工商银行石臼支行的 管理中，提升该行的管理水平，促进绩效科学持续发展，同时为工商银行日照 分行其他支行的绩效管理提供参考。 关键词， KPI 绩效考评 基层员工Abstract Research of KPI Performance Appraisal Plan of Grass-roots Staff of ICBC Shijiu Sub-Branch With the expansion of banking market, industrial competition is getting more and more intensive. The competition focus has been already shifted from traditional market and customer to excellent talents. Besides, there have been economic crises both at home and abroad, the development of state-owned banks becomes gradually difficult. Lack and outflow of talents have been the important factor to influence nationalized banks. Since 2012, joint-stock commercial banks have gradually set branches in Rizhao to organize preliminary staff. Except superior bank delegate, most of the workers have excavated excellent Staff who have rich customer resource, working experience, strong professional ability and comprehensive quality from state- owned banks such as Industrial Bank, Agricultural Bank, Bank of China, China Construction Bank, etc. The high salary, position commitment and smooth promotion channel of joint-stock commercial banks have provided excellent talents from nationalized banks with flowing opportunity. Shijiu Sub-Branch of ICBC, with advantageous geographical location, rich customer resource and excellent talents, is one of the branches with preferable performance in its jurisdiction. Middle managers and excellent staff in bank have been joint-stock bank’s important target, and the phenomenon of brain drain has become more and more serious. Resignation of part talents has not only severely influenced working activity and cohesion of on-the-job Staff, and the normal business operation, but also has caused running off of customer resource, which has made the reduction of branch performance; besides, international financial crisis has also been one of the factors to influence the branch. Bulk commodities fall sharply. Foreign trade enterprises run into trouble for that this industry has a strong dependence on international business, which will increase credit risk, reduce profits and staff income.It has been the common phenomenon that bank Staff complain the unreasonable performance assessment and mismatching of income and efforts, resulting in the reduction of their working activity. In order to get rid of the risk to run stably, this bank has carried out comprehensive combing of the front, middle and back stage as well as various business, management and administrative lines within the system, finding that there are a lot of hidden dangers in and outside the bank. It has seriously dampened bank Staff’ working enthusiasm because of the severe problem existing in the staff performance assessment. Start with the current situation of ICBC Shijiu Sub-Branch, I have carried out comprehensive research and analysis through the data obtained from questionnaire and interviews, drawing a conclusion that performance assessment, including the one within the system of Shijiu Sub-Branch, has various defects: performance index can’t match with work, performance assessment process is too simple, assessment result exists in namely only, etc. through reading abundant literature, drawing successful experience from advanced performance assessment management of the same industry, and integrating theory with practice to find out the method to improve performance assessment, I have finally decided to adopt KPI performance assessment method for Shijiu Sub-Branch. Firstly, confirm the responsibility of the job and post to map out the index and weight of KPI and design assessment procedure so as to ensure that the whole assessment system is integrated and smooth without any omission. Then guarantee that the assessment plan will be efficiently implemented through common cooperation of branch management layer, comprehensive management department and each business department. Besides, the usage of assessment result will enable performance assessment to play an important role during application process to improve overall performance management work of the branch. Design of this paper aims to put KPI performance assessment theory into the management of ICBC Shijiu Sub-Branch to improve its management level and facilitate the scientific and continuous development of the performance. Meanwhile, it can also provide other branches with reference in the aspect of performance management.Key Words: KPI Performance Appraisal Grass-roots Staff目 录 第 1 章 绪论 ............................................................................................. 1 1.1 研究背景.......................................................................................... 1 1.2 研究意义......................................................................................... 2 1.3 研究方法与内容............................................................................. 2 第 2 章 工商银行石臼支行基层员工绩效考评问题及原因分析........ 4 2.1 石臼支行概况及基层员工绩效考评现状 .................................... 4 2.2 石臼支行基层员工绩效考评的主要问题 .................................. 11 2.3 石臼支行基层员工绩效考评问题的原因分析 .......................... 13 第 3 章 工商银行石臼支行基层员工 KPI 绩效考评方案设计......... 14 3.1 基层员工岗位职责重新梳理....................................................... 14 3.2 基层员工关键绩效指标提取和权重设计 .................................. 21 3.3 基层员工 KPI 绩效考评主体和考评周期 .................................. 32 3.4 基层员工 KPI 绩效考评结果的应用 ........................................... 34 第 4 章 工商银行石臼支行基层员工 KPI 绩效考评方案的实施与保 障 ............................................................................................................. 38 4.1 基层员工 KPI 绩效考评方案实施的流程 ................................... 38 4.2 基层员工 KPI 绩效考评方案的保障 .......................................... 43 结 论 ....................................................................................................... 45