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Q Bank Ji’nan Branch Company Customer Manager Performance Evaluation Index System For Optimization

Posted on:2016-10-28Degree:MasterType:Thesis
Country:ChinaCandidate:Z Y XiaFull Text:PDF
GTID:2309330461495190Subject:Business administration
Abstract/Summary:PDF Full Text Request
Chinese economy enters a period of new normal. This is also an opportunity and a challenge for the field of financial. The high profit model with high capital, high credit, and high operating costs, can not meet the meed of profit demand of Chinese banking. In the short term, Chinese economy will gradually enter the rate cut cycle. The gap between the deposit interest rate and loan rate is gradually reducing. In the long term, along with the advance of the marketization of interest rate,margin will be gradually narrowed. The development of the bank will be more rational. The regulatory environment will be more strictly. The income structure is needed to optimize. Therefore commercial banks only in a timely manner to adapt to changes of macro economy, actively adjust their thinking, accelerate the transformation of strategic, constantly improve the management ability, in the increasingly fierce competition to seek survival and development. The traditional banking business is rushed greatly by Ali model of internet private bank. Then promote the commercial banks have to passive transformation. Transformation has become the new requirements for the development of banking industry.The transformation and development of business prompted the demand for talents. Retaining and attracting excellent talents who in enterprise development are the first productivity, which become the common subject of each big enterprise. Undoubtedly, reasonable allocation mechanism is an important part for the talent to go or stay. As the banking whose talent mobility is big, it is an important work for human resources department of banks, especially the introduction of performance evaluation method suitable for company customer manager team.Q bank as a listed city commercial banks, nearly five years of rapid development, more and more perfect in the aspects of team building, system building, technology building, even the high operating results. In February 28, 2015, Q bank completed the supplementary capital, the registered capital increased to RMB 31.12 billion from RMB 25.56 billion, net assets of RMB 153 billion, the capital adequacy ratio of about 14.57%, become the largest local legal person bank capital. Jinan branch of Q bank is the earliest remote branch, who has been 6 years development history. At present, the company’s business development gets into the bottleneck period, who need to perfect the company customer manager performance appraisal mechanism.In this paper, through the analysis of the new financial environment and the new economic situation of the bank facing, in view of the special stage of development of Q bank Jinan branch, put forward the necessity of perfecting company customer manager performance appraisal. Based on in-depth study of the performance management theory, comparative analysis the specific methods and measures of implementation of company customer manager performance appraisal which has been applied to other commercial banks. According to the problems and the existing problems, and the new environment faced with Q bank Jinan branch, carries the use of KPI and 360 degree performance appraisal method on the optimization design to the customer manager performance appraisal scheme of the original company, then summarize the plan implementation safeguard measures which is need. The last is a summary of the full text.This paper aims to analysis Q bank Jinan branch company customer manager of this group performance evaluation case, cause Q bank to improve the performance appraisal program staff attention. At the same time, it can provide reference to the other commercial banks in the company customer manager performance appraisal.
Keywords/Search Tags:Company customer manager, Performance appraisal, Optimization
PDF Full Text Request
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