BK 银行客户经理绩效考核改进方案研究 近年来，我国利率市场化改革步伐不断加快，对商业银行定价能力、创新 能力、风险控制能力及精细化管理能力提出新的挑战，客户经理作为银行与客 户间的桥梁和纽带，最小且最重要的经营单位和价值创造主体，对其管理、激 励、考核机制的建设是否完善，直接影响商业银行的综合竞争力。 本文以 BK 银行作为主要研究对象，在对该银行客户经理制建设现状和现 有客户经理绩效考核体系进行深入分析的基础上，找出其存在的问题进行仔细 剖析。在此基础上，结合 BK 银行“十二五”规划战略目标和各业务条线发展 战略，对客户经理绩效考核指标体系进行了优化设计，立足当前，着眼长远， 以解决目前发展中的突出问题为重点。希望优化后的绩效考核体系，能够成为 加强客户经理团队建设的工具、提高个人绩效和组织绩效的工具、成为业务引 导的指挥棒。方案设计遵循操作简便原则、战略一致原则、公正性原则、激励 性原则和统筹兼顾原则。 为提高优化方案的可操作性和可接受性，确立了如下操作步骤。首先，对 BK 银行发展战略和客户经理岗位进行分析，挖掘影响客户经理考核的关键因 素；其次，建立以模拟利润为中心，兼顾客户经理综合能力的指标体系；第三， 根据各条线重点战略目标和客户经理工作特点，构建满足全行客户经理统一管 理和差异化考核要求的指标体系；第四，明确客户经理绩效考核流程，清晰划 分总、分行工作分工；第五，对改进方案进行效果评估；第六通过在新体系应 用过程中，及时开展访谈、座谈、问卷调查等形式，发现问题，并及时反馈； 最终，调整与实施，各级管理者在发现问题后，必须通过逐级向下沟通参与调 整，使银行与条线和客户经理的工作目标紧密结合。通过建立充分的考核结果 应用机制，激励员工努力超额完成绩效目标，推进企业战略落地。 在开展客户经理岗位职责分析和对 BK 银行发展战略的有效分解基础上， 分条线对客户经理绩效考核指标体系进行改进设计。根据监管要求和企业管理 实际，运用关键业绩指标法（KPI），通过战略目标的层层分解，选取关键绩效 II 指标，制定客户经理的绩效表单。建立以模拟利润为中心、兼顾客户经理管理 其他方面的综合评价体系。进一步细化考核指标的目标值及评价标准，增强方 案的可操作性和实用性。 为保证客户经理绩效考核优化方案的顺利实施，通过优化管理机制，明确 职责分工，理顺管理流程，优化客户经理薪酬结构，将绩效考核结果应用于客 户经理的晋升及退出、岗位调整、培训教育、荣誉激励等方面，完善激励机制 建设，使员工获得精神和物质上的双重激励。通过建立全行统一的考核系统， 实现考核到个人，利润核算到个人，成本分摊到个人，能够对每笔业务的风险 资产占用做出准确核算，提升考核效率和质量。通过建立良好的绩效管理文化 打破 BK 银行员工和基层管理者的陈旧思想，自下而上推进新考核体系的顺利 实施，为实现 BK 银行的“十二五”战略规划目标提供有力保障。 关键词，BK 银行，客户经理，绩效考核，改进 III Abstract Research on Improvement Project of the Performance Appraisal of BK Bank Customer Managers In recent years, with the accelerating pace of the interest rate marketization reform in our country, commercial bank face new challenges in many different ways, such as pricing ability, innovation ability, risk control ability and fine management ability. As the bridge and the link between banks and customers, customer manager is the smallest and the most important business units and value creation main body. Whether the construction of the management, incentive and performance appraisal mechanism of customer managers is perfect or not, directly affect the comprehensive competitiveness of commercial Banks. The article takes BK bank as the main research object, on the basis of in-depth analysis on BK bank customer manager system construction situation and existing customer manager performance evaluation system, find out the existing problems and do careful analysis on the reasons. Basis on that, in combination with twelfth five-year strategic plan of BK bank and the development strategy of the business line, design the improvement plan of the performance evaluation indicator system of BK bank customer managers. The improvement plan bases on the current and long-term perspective, emphasis to solve prominent problems in the current development. Hope that the optimized performance appraisal system can become a tool to strengthen the construction of customer manager team, improve individual performance and organizational performance, and also become a business guide baton. The proposal defines some ease-to-follow principles, as well as simple operation principle, consistent strategy principle, fair-play principle, incentive principle and the overall consideration principle. To improve the feasibility and acceptability of optimization scheme, established the following steps. First of all, analysis development strategy of BK bank and the IV position of customer manager, find the key factors that affect customer manager appraisal; Secondly, set up the index system which simulate the profit as the center and also considerate customer manager comprehensive ability as well; Third, according to the key strategic objectives of individual business lines and the characteristics of the customer manager job, build the unified customer manager index system which can also fill the different assessment requirements of different business lines; Fourth, clear customer manager performance evaluation process; Fifth, evaluate the effect of the improvement system; Sixth, through the application process of the new system, in a timely manner to carry out interviews, discussion, questionnaire survey, found out the problem and timely feedback; Finally, adjustment and implementation, managers at all levels after found the problem, should pass down communication and participate in the adjustment, so that close the banks work target with business line and customer manager. Through establish result application mechanism, motivate staff to overfull-fill performance goals, and advances the strategy of enterprise. Base on the analysis of customer manager responsibility and the effective decomposition of BK bank development strategy, design the performance evaluation indicator system improvement plan on different points and lines. According to the regulatory requirements and enterprise management practice, using the method of key performance indicators (KPI). Through strategic target decomposition a layer of a layer, select key performance indicators, make customer manager performance form. Set up the comprehensive evaluation system, which simulate the profit as the center, and also considerate customer manager comprehensive ability as well. Further refine the target and evaluation standard of assessment index, strengthen the operability and practicability of the scheme. In order to ensure the customer manager performance evaluation optimization scheme implement smoothly, by optimizing the management mechanism, clear responsibilities, straighten out the management process, optimize the structure of customer manager compensation. The application of performance appraisal results apply to the customer manager's promotion and exit, post adjustment, training and V education, honor motivation, etc. Through setting up unified evaluation system, implement appraisal to individuals, profits account to individuals, cost allocation to individuals, accounting risk assets taken by every business accurately, improve the efficiency and quality of appraisal. By establishing good performance management culture, break the old ideas of BK bank employee and first-line managers, promote the new assessment implement smoothly from bottom to top, provide powerful guarantee to the realization of BK bank's twelfth five-year strategy planning objectives. Key Words: BK bank, Customer Manager, Performance Appraisal, Improvement VII 目 录 论文摘要..................................................................................................................................................I 第 1 章 绪论..........................................................................................................................................1 1.1 研究背景....................................................................................................................................1 1.2 研究意义....................................................................................................................................2