随着宏观经济环境下行压力持续加大、民营银行牌照放宽、互联网金融不断 发展，城商行也迎来了一波发展寒冬：存贷利差收窄导致利润额降低、民营企业 发展困难造成不良率飙升、物理网点布局限制影响客户获取范围。城商行在市场 占有、客户拓展与维护方面接连遇到困境，竞争力压力不断飙升，只能更注重本 地市场的开拓与客户挖掘，这就决定业务营销中人的作用居于首位，做好客户经 理群体的人力资源管理工作成为城商行经营发展的重要命题。因此，探索并优化 兰州银行客户经理绩效考核方案具有较强的实践意义。 基于以上背景，本文首先结合兰州银行客户经理绩效考核现状，通过问卷调 查及一线客户经理访谈，发现现行绩效考核方案存在客户经理综合能力与绩效考 核要求有差距、工作内容难以突出绩效考核导向、绩效考核方案不完善、绩效结 果应用方式单一且标准不明确问题，究其原因，主要为绩效文化建设、绩效考核 方案、绩效考核保障制度不够健全。在总结存在问题的基础上，提出兰州银行客 户经理绩效考核的优化方案，并且讨论优化方案的实施策略。 在银行业几乎无法靠产品差异优势取胜的情况下，科学的管理制度及人才价 值的充分发挥在竞争优势构建中的作用大于一般性企业。因此，优化兰州银行客 户经理绩效考核方案，能够提升兰州银行客户经理绩效考核的管理机制，更好激 发客户经理的工作能动性，保持客户经理队伍的稳定，促进客户经理的成长与成 才，从而综合提升兰州银行的竞争力。 关键词：兰州银行，客户经理，绩效考核，优化方案 MBA学位论文作者：谈姝彤兰州银行客户经理绩效考核方案优化研究 II RESEARCHONTHEIMPROVEMENTOFCLIENT MANAGER’SPERFORMANCEAPPRAISALSCHEME BANKOFLANZHOU Abstract Withtheincreasesofdownwardpressureonthemacroeconomicenvironment, therelaxationofprivatebankinglicenses,andthesteadilydevelopmentofInternet finance,citycommercialbankshavealsousheredinawaveofseverewinteron development:theloan-depositspreadssqueezeleadstolowerprofits,andthe difficultyinthedevelopmentofprivateenterpriseshavecausedthedefectiverateto soar,thecustomerobtainfieldisaffectedbytherestrictionofphysicalbankbranches layout.Citycommercialbankshaveencountereddifficultiessuccessivelyinmarket possession,customerdevelopmentandmaintenance,andthepressureof competitivenesshassurgedconstantly.Theycanonlypaymoreattentiontothe developmentoflocalmarketsandcustomermining.Thisdeterminesthefirstplaceas theroleofpeopleinbusinessmarketing.Makeagoodjobaboutthehumanresources managementworkofcustomermanagergrouphasbecomeanimportantproposition forthedevelopmentofcitycommercialbanks.Therefore,itisofgreatpractical significancetoexploreanoptimizationplanfortheperformanceappraisalschemeof theBankofLanzhoucustomermanager. Basedontheabovebackground,thisarticlefirstcombinesthecurrent performanceevaluationoftheBankofLanzhoucustomermanager,through questionnairesurveysandinterviewswithfront-lineclientmanagers,andfindsthat thereisagapbetweenthecomprehensivecapabilitiesofclientmanagersand performanceassessmentrequirementsinthecurrentperformanceassessmentprogram, anditisdifficulttohighlighttheperformanceassessmentguidanceandperformance. Theproblemsofimperfectassessmentschemes,singleapplicationofperformance results,andunclearstandardsarethemainreasonsforthelackofsoundperformance cultureconstruction,performanceassessmentschemes,andperformanceassessment guaranteesystems.Onthebasisofsummarizingtheexistingproblems,thisthesis MBA学位论文作者：谈姝彤兰州银行客户经理绩效考核方案优化研究 III proposesanoptimizationplanfortheperformanceappraisalschemeoftheBankof Lanzhoucustomermanageranddiscussestheimplementationstrategyofthe optimizationplaninordertopromotetheBankofLanzhou. Inthecasethatthebankindustrycanhardlywinbytheadvantagesofproduct differences,thescientificmanagementsystemandthevalueoftalentsplayagreater roleintheconstructionofcompetitiveadvantagesthanordinaryenterprises.This optimizationplanandimplementationstrategycanimproveofthemanagement mechanismofcustomermanagerperformanceappraisalofBankofLanzhoucan stimulatestheworkinitiativeofthecustomermanagerbetter,maintainsthestability ofthecustomermanagerteam,andpromotesthegrowthandsuccessofthecustomer manager,andthenenhancethecompetitivenessofBankofLanzhoucomprehensively. Keywords:BankofLanzhou,clientmanager,performanceappraisa, optimizationprogram MBA学位论文作者：谈姝彤兰州银行客户经理绩效考核方案优化研究 IV 目录 中文摘要......................................................................................................I Abstract......................................................................................................II 第一章绪论................................................................................................1 1.1研究背景.........................................................................................................1 1.2研究意义.........................................................................................................2 1.3研究思路与研究方法.....................................................................................3 1.3.1研究思路..................................................................................................3 1.3.2研究方法..................................................................................................3 1.3.3研究内容与框架......................................................................................4 第二章文献综述及相关理论基础.........................................................6 2.1文献综述.........................................................................................................6 2.1.1国外研究综述..........................................................................................6 2.1.2国内研究综述..........................................................................................7 2.2相关理论基础.................................................................................................8 2.2.1绩效与绩效考核......................................................................................8 2.2.2绩效考核方法..........................................................................................9 2.2.3银行绩效考核方法的选择....................................................................10 2.2.4绩效考核体系........................................................................................11 第三章兰州银行客户经理绩效考核方案现状分析...........................13 3.1兰州银行基本情况.......................................................................................13 3.1.1兰州银行概况........................................................................................13 3.1.2兰州银行客户经理基本情况................................................................14 3.2兰州银行客户经理现行绩效考核方案.......................................................17 3.2.1客户经理人员管理................................................................................17 MBA学位论文作者：谈姝彤兰州银行客户经理绩效考核方案优化研究 V 3.2.2客户经理等级管理................................................................................18 3.2.3客户经理绩效考核方案........................................................................18 3.3兰州银行客户经理现行绩效考核情况调研...............................................22 3.3.1问卷调研................................................................................................22 3.3.2访谈调研................................................................................................23 3.4兰州银行客户经理现行绩效考核方案存在的问题...................................24 3.4.1人员不足导致绩效考核成为形式主义................................................24 3.4.2工作内容难以突出绩效考核导向........................................................25 3.4.3绩效考核方案不完善............................................................................26 3.4.4绩效结果应用方式单一且标准不明确................................................27 3.5兰州银行客户经理现行绩效考核方案问题的原因分析.........................28 3.5.1客户经理准入和专业等级认证的缺少明确标准................................28 3.5.2绩效文化建设不够健全........................................................................29 3.5.3绩效考核方案不够健全............................................................