I 摘要 金融产品服务严重同质化的局面，是当前国内商业银行亟待破解的困局。因此，抢 夺行业优质人才，变成商业银行加大自身竞争筹码的关键，银行客户经理更是其中的核 心资源。如何借助绩效考核最大程度发挥客户经理的工作积极性，也成为商业银行关注 的焦点。 笔者选取交通银行J分行为对象，对J分行客户经理（包括见习、中级、高级）绩 效考核进行分析。借助文献研究法，从考核流程、考核资料等方面进行简单介绍，并对 交通银行J分行基本概况、现行的客户经理（包括见习、中级、高级）绩效考核办法作 了阐述，借助对该分行客户经理的实际访谈，深入挖掘交通银行J分行现行的客户经理 绩效考核方案的短板，大体概括为：客户经理绩效考核所采用的均是一些较为简单的指 标，没有细致明晰的方式来反映和兑现绩效考核结果，考核流程未做到统一规范。基于 当前该分行在考核客户经理方面的短板，本文遵循发现问题、分析原因、寻找解决问题 的思路，从构建基本流程、指标体系、考核评价与反馈等环节切入展开探索，寄望于为 交通银行J分行设计一套适合客户经理（见习、中级、高级）岗位的优质绩效考核系统。 关键词：交通银行；客户经理；绩效考核；绩效管理 Abstract II Abstract Theextremelyserioushomogenizationoffinancialproductsandservicesisadilemma thatdomesticcommercialbanksneedtosolveurgently.Therefore,seizinghigh-qualitytalents intheindustryhasbecomethekeyforcommercialbankstoincreasetheircompetitive chips.Bankcustomermanagersarethecoreresources.Howtomaximizetheenthusiasmof customermanagersthroughperformanceappraisalhasalsobecomethefocusofcommercial banks. TheauthorchoosesJ-branchofBankofCommunicationsastheobjectofactionto analyzetheperformanceappraisalofcustomermanagers(includingprobationary,intermediate andsenior).Withthehelpofliteratureresearchmethod,thispaperbrieflyintroducesthe assessmentprocessandassessmentdata,andexpoundsthegeneralsituationofBankof CommunicationsJBranchandthecurrentperformanceassessmentmethodsofcustomer managers.Withthehelpofactualinterviewswiththebank,itdeeplyexcavatesthe shortcomingsofthecurrentschemeofBankofCommunicationsJBranchinevaluatingthe performanceofcustomermanagers,whicharegenerallysummarizedasfollows:the performanceappraisalofcustomermanagersadoptsthesamemethod.Somerelativelysimple indicators,thereisnodetailedandclearwaytoreflectandimplementtheresultsof performanceappraisal,theassessmentprocesslacksuniformnorms.Basedonthecurrent improvementofthebank'sshortcomingsintheevaluationofcustomermanagers,thepaper followstheideasoffindingproblems,analyzingreasonsandfindingsolutions.Itexploresfrom theconstructionofbasicprocesses,indicatorssystem,evaluationandfeedback,andhopesto designasetofhigh-qualityperformanceevaluationsystemsuitableforthepositionof customermanagerforBankofCommunicationsJBranch.Inordertocarryoutthe performanceappraisalsmoothly,variousconstructivesafeguardschemesareputforward. KeyWords:BankofCommunications;AccountManager;PerformanceAppraisal;Safeguard Measures 目录 III 目录 第1章绪论..........................................................................................................................8 1.1研究背景与意义......................................................................................................1 1.1.1研究背景........................................................................................................1 1.1.2研究意义........................................................................................................1 1.2研究内容与方法......................................................................................................2 1.2.1研究内容........................................................................................................2 1.2.2研究方法........................................................................................................2 1.3国内外研究现状......................................................................................................2 1.3.1国外研究现状................................................................................................2 1.3.2国内研究现状................................................................................................4 1.3.3研究现状评述................................................................................................6 第2章相关概念和理论基础..............................................................................................7 2.1商业银行客户经理岗位的相关概念......................................................................7 2.1.1商业银行客户经理的概念............................................................................7 2.1.2客户经理绩效考核优化原则........................................................................7 2.2绩效考核的相关概念..............................................................................................8 2.2.1绩效考核的概念............................................................................................8 2.2.2绩效考核的作用............................................................................................8 2.2.3绩效考核的程序..........................................................................................10 2.2.4绩效考核的主要方法..................................................................................10 第3章交通银行客户经理绩效考核现行方案及存在问题............................................18 3.1交通银行J分行概况............................................................................................18 3.1.1交通银行J分行基本情况..........................................................................18 3.1.2交通银行J分行客户经理概况..................................................................18 3.1.3交通银行J分行客户经理层级分类情况..................................................21 3.2交通银行现行绩效考核体系................................................................................21 3.2.1考核内容......................................................................................................21 3.2.2考核方法......................................................................................................23 3.3交通银行J分行客户经理绩效考核现状访谈....................................................24 3.3.1问卷设计......................................................................................................24 3.3.2问卷的发放与回收......................................................................................24 目录 IV 3.3.3数据处理......................................................................................................25 3.4交通银行绩效考核体系问题分析........................................................................27 3.4.1考核内容过于单一......................................................................................28 3.4.2考核方法缺乏针对性..................................................................................28 3.4.3考核结果与待遇未完全挂钩......................................................................29 3.5交通银行客户经理绩效考核问题的原因分析....................................................29 3.5.1缺乏现代化经营理念..................................................................................29 3.5.2缺乏反馈面谈..............................................................................................30 3.5.3缺乏绩效文化..............................................................................................30 3.5.4客户经理薪酬激励水平市场竞争力弱......................................................30 3.5.5无法针对客户经理特点体现激励功能......................................................31 第4章交通银行J分行客户经理绩效考核方案的改进................................................32 4.1J分行客户经理绩效考核方案改进的思路与原则...........................................32 4.1.1J分行客户经理绩效考核方案改进的思路.............................................32 4.1.2J分行客户经理绩效考核方案改进的原则.............................................32 4.2以战略目标为导向的绩效考核指标改进设计....................................................33 4.2.1高级客户经理绩效考核指标体系..............................................................33 4.2.2中