The Research Of Performance In Soft Transformation Of Network Of Agricultural Bank Of China

Because of its unique competitive advantage,retail banking becomes a strategy mainline of the investment banking and corporate banking. Domestic commercial banks had to accelerate the pace of development of retail business to become stronger. As a core channel to beyond the other competitors, retail banking is more convenience and humane. Though retail business, networks can easier manage the customer relationship and transact the financial business and market Products.Since the Construction Bank of China proposed to build a “comprehensive bank” and a “blue bank”, they started to promote the bank outlets transformation to achieve its development strategy. Bank of China and Commercial Bank of China completed the shareholding reform in 2007, meanwhile they started to transition. The Agricultural Bank of China completed the shareholding reform in 2009, at the same time they also started to transform. During the process, the development of retail banking was asked to be different from past due to the management policy and environment. Because zoning, setting post, optimizing specific pattern were the main contents of the bank branch transformation in the initial period, the service culture and the performance level were not required as well as innovation institution. The overall competitiveness had been greatly influenced.In order to enhance the strength of the networks and successfully achieved the management aims, the Guang Hua sub‐branch of ABC bank grasped the essence, deeply develop the soft transition in management practice respect. This article is based on agriculture bank branches soft transition process which brought about changes in the network management, personnel location, performance allocation. According to the discussion with the managers and questionnaire of employees, the author proposed a program which could solve the problems during the process of the transition that including the responsibilities division, performance appraisal, valuation assessment and allocation. The research aimed to find a way that could help the leaders successfully transition and correctly behavior to guide employees during the process.