Design Of Staff Performance Appraisal System In The A Sub-branch Of H Bank

In recent years, the competition among commercial banks is more and more intense, and each bank come to realize the importance of talent. How to play the advantages of human resources become the considered problem of the banks. Performance management has been valued by more and more commercial banks, which can gain the advantage of competition of commercial banks. The performance management system of Commercial bank is an organic system, and performance evaluation plays an important role in it. Through the establishment of an effective performance appraisal system, the banks can fully develop human resources advantages, which can provide protection for the banks in the fierce competition in business development.Due to historical reasons, the branch A of Bank H staff performance appraisal system already can not meet the needs of the development of the A sub-branch business, which can not play a good role to motivate. The branch A of Bank H becomes necessary to re-design a performance appraisal system.Through the analysis and comparison on the basic operation of the A sub-branch in recent years, we can find some problems on the development of the deposit and loan business, Non-performing loans Etc, which are important to consider. The staff performance appraisal system of A sub-branch has some drawbacks, including employee performance evaluation index and the implementation of the staff performance appraisal.We can know some problems of employee performance evaluation index of A sub-branch through the analysis of the staff performance appraisal system, which includes the establishment of out of touch with the job of assessment indicators, the lack of a comprehensive set of assessment indicators, too much emphasis on assessment work results Etc. The implementation of the staff performance appraisal also has some problems which includes assessment of the main single, simple assessment method, narrow range of use of examination results Etc. These are problems that need attention on the re-design of the staff performance appraisal system.Combined with the operation and staff performance appraisal system Problems of A sub-branch, we design the staff performance appraisal system of A sub-branch. In the re-design, the performance appraisal indicators are divided into Job performance, work attitude and ability to work. The employee performance evaluation index are designed, which includes the post of the president, the person in charge of the network, teller, account manager, and a manager in the lobby. In the implementation of the staff performance appraisal, the performance appraisal is divided into Monthly assessment, quarterly assessment and year-end appraisal, including the subject of examination, assessment content, the timing of examination and assessment procedures. The feedback mechanism of the staff performance appraisal and employee performance appraisal results are set in final.