Research On KPI System Of Performance Appraisal For X Subsidiary Bank Of HF Bank

As the pillar of financial industry in our country, modern commercial banks not only have to deal with the impact imposed by domestic small and medium-sized banks due to competing with them, but also cope with the pressure of competition from foreign banks in the current market environment. In the face of the fierce competition from various domestic and foreign banks, the commercial banks are taking different measures to respond with the competition in order to competing for high quality customer resources, improving customer loyalty and their own competitiveness, and maintaining dominance. Therefore, the reasonable design of performance appraisal system can motivate the commercial banks to build a better financial service, which is a common goal for each bank to achieve.Firstly, the present situation of human resources management and performance appraisal for X subsidiary bank of HF bank has been analyzed in this paper, and the problems existing in the system design of performance appraisal and performance management process for X subsidiary bank of HF bank have been excavated, meanwhile the causes of these problems are analyzed in detail. Then, the design guiding ideology and principle of performance appraisal system for X subsidiary bank of HF bank are stated, and according to the balanced scorecard, we determine the key success factors for X subsidiary bank. Based on the strategic goals of X subsidiary bank, the KPI indicators of performance appraisal are determined. Using analytic hierarchy process(AHP), we calculate the KPI indicators weight for the financial dimension, the customer dimension, internal management dimension and learning & growth dimension. At the same time, according to the historical data and expected future development of X subsidiary bank operational management, the target value of KPI is decided, and we compile the annual balanced scorecard for X subsidiary bank level. In addition, through decomposing the strategic target of X subsidiary bank to departmental level, we confirm the departmental KPI indicators and weight, and compile the balanced scorecard for departmental level. Finally, we put forward the safeguard measures, preconditions, step processes, and the main points needed to pay attention to the implementation of performance appraisal system for X subsidiary bank. We find the new performance appraisal system has obvious advantages on carrying out the strategic target, explicit post responsibilities, the integrity and operations of indicator system, and motivating employees.The performance appraisal system for X subsidiary bank of HF bank is set as the research goal in this paper. The questionnaires, balanced scorecard, key performance indicators and analytic hierarchy process are used in this paper comprehensively to study the performance appraisal system for X subsidiary bank of HF bank. The research method adopted in this paper and the conclusions summarized in this paper have certain reference significance for the other banks performance appraisal system design.