Case Research On Performance Appraisal Of Financial Manager In Hua Xia Bank Shenyang Branch

Along with the opening up of domestic commercial banks and intensified inter-bank competition, domestic commercial banks are improving their performance level through effective performance management tools. With the case of Financial manager position affair of Shenyang Branch of Huaxia Bank as the starting point, this paper analyzes management problems of Financial manager in the branch, especially the lack of performance assessment management. The existing unclear so-called assessment model has unreasonable indicators and ambiguous subject, which reflects that the evaluation system of some commercial banks in China is still stuck in the traditional post-assessment stage focusing on indicators alone, that is, assessing on the basis of performance of each department’s or branch’s task completion and position responsibilities implementation without including the factors that affect the bank’s long-term competitiveness in the performance assessment system, thus lacking systematic evaluation of the bank’s overall development trend. These deficiencies will become the bottleneck in employees continuing striving to enhance personal capacity and the sound, rapid and sustainable development of branches.Based on the development strategic objectives of Shenyang Branch of Huaxia Bank, the author designs a performance assessment program for Financial manager. Primarily following the strategy-oriented principle, result-oriented principle, feasibility principle, continuous improvement principle, balanced assessment principle, performance incentive principle and SMART principle, from the inherent characteristics of personal business of Huaxia Bank and personal Financial manager team ineentrveives needs of Shenyang Branch, the designed program fully learns from the best practices of international and domestic advanced personal bank business assessment management, and adopts line-oriented performance management model. With reference to the theory of the balanced score card (BSC), through the establishment of key performance indicators (KPI) system, the program combines quantitative performance scoring evaluation and qualitative assessment which is supplemented with360-degree feedback evaluation, conducts performance assessment of Financial manager, and implements performance feedback to use performance results, thus effectively enhancing the actual effect of performance management of Financial manager position staffs.By describing and analyzing Financial manager affair case and designing the assessment program, Shenyang Branch of Huaxia Bank pays more attention to the performance management of Financial manager position staffs, and begins to implement in practice the way of performance assessment and improvement of various positions as a project. At the same time, the author recognizes the performance assessment system should be established based on clear corporate strategy and implemented from top to bottom as well as take into account the interests, process and outcome. Only by establishing a comprehensive performance management system could the potential of human resource be maximized in accordance with the requirements of enterprises so as to help enterprises keep an invincible position in the fierce market competition.