Performance Evaluation Of CB Bank Tellers

In recent years, China’s banking industry continues to grow anddevelop, continue to improve market competitiveness. While affirming theachievements, still face, the impact of foreign banks for market share,domestic banks to change their management approach to developmentpressure, the same industry increasingly escalation of competition hasbecome an indisputable fact. Thus, domestic banks should activelyintegrate resources, improve operational efficiency, enhanceorganizational vitality, and strive to work hard to enhance thecompetitiveness. Within the commercial bank, the teller is the bank’sexternal image and the window is the first time the positions of contactwith customers, the quality and performance of the teller’s vital to thedevelopment of banking operations. At present, the poor stability of thedomestic bank employees, a sense of belonging and work are notenthusiastic about the situation is still more common, the above problemis an important reason is that bank performance evaluation is not perfect,the teller can not be an effective incentive. Therefore, how to mobilizethe work of the teller, to increase the bank’s internal cohesion andcompetitiveness, and ultimately achieve business objectives, maximizebank value is the starting point of this article.In view of the commercial banks to counter the performance evaluationis still in the exploration and trial stage, CB Bank as an example, theintegrated use of the modern theory of performance evaluation, and LCBranch Performance Evaluation of the status quo of a comprehensive,systematic analysis, to reveal its the problems in the performanceevaluation: At present, the counter staff appraisal standards are notuniform; bodies, grasp between the industry scale is not uniform, theassessment of the effect is not obvious; examination results are not completely quantify the employees a sense of unfairness; improperincentive and restraint mechanisms, lead to new risks and problems; thelevel of management information is difficult to meet the complexrequirements of performance appraisal. Address these issues, this articlefrom the job analysis is not in place, does not highlight the orientationof the assessment model, assessment indicators associated with is not high,"now pay" system is flawed, the assessment itself is a mere formality,etc. Cause Analysis. On this basis, the paper describes the feasibilityand necessity of a re-design of employee performance evaluation program,and employee performance evaluation program in the design process shouldadhere to the incentive effective, powerful constraints, moderatelysloping and four overall, taking into account the efficiency of fairprinciples, and from the perfect job responsibilities and job descriptionto start, repositioning and position analysis, the LC branch counter staffwill be divided into open counter staff and closed counter staffcategories. This article, respectively, for different teller and thendesigned a system of core indicators and other indicators of system. Coreindicators system of outstanding bank teller profitability and efficiencyrequirements, key indicators of sales, business volume, customermaintenance; other indicator system reflects the bank teller servicequality, and risk control. In the research process, we give fullconsideration to the weight of the evaluation, calculation methods, datasources and other issues, the final design of a more perfect system ofperformance appraisal program. In order to facilitate understanding andoperating the example, and precautions in the program implementationprocess. Employee performance evaluation program throughout the designprocess, highlighting the feasibility, adaptability and interoperability,improved performance evaluation program can be used as the standard modelof the bank counter staff performance evaluation, and full-line system within promotion and use, but also for the establishment of a soundperformance evaluation system with the industry to provide reference.