Bank Of China NH Branch Customer Manager Optimization Of Performance Appraisal System

The bank of China is China’s state-owner commercial bank, in a very important position in the financial system of a country. The international financial crisis, with the changing international and domestic economic and financial situation, the bank of China in the maintenance of financial stability function is playing an increasingly important role, for the bank of China branch of role ability put forward higher requirements. However, the lack of core competitiveness and effective competition mechanism has become a serious problem facing China’s banking industry. With the rapid development of domestic joint-stock commercial banks, city commercial banks A new force suddenly rises, between the products, assets,liabilities and income structure presents the homogenization trend, leading to Chinese banks, competition is very fierce.In recent years, the NH branch under the leadership of the bank of China head office, and actively explore new way and new method of performance appraisal, constantly trying to build a comprehensive and reasonable performance appraisal system. But the NH branch of the bank of China in terms of performance appraisal also some shortcomings, such as, the inspection goal is not clear, the lack of the unified examination plan. Set of assessment index lack of rationality assessment methods lack of operability. Inadequate assessment results feedback, and application, also did not give full play to the bank of NH branch human resource advantage and potential employees.As the research object, this paper focuses on the shortcomings of NH branch in the course of performance evaluation system. It points out the existing problems by reviewing modern performance evaluation theory, borrowing international experience and deep-going analysis, and gives some improving suggestions in turn. Directing at the China Bank’s disadvantages concerning the current performance evaluation system that drawn from analyses: first, the goal of performance evaluation is inconsistent with the overall strategy of the China Bank; second, overemphasis on financial indicator while the non-financial factor is overlooked; third, overemphasis on short-term goal while the long-term development is neglected; forth, lack of employee involvement. This study set KPI and its weight from four dimensions, which are finance, customers, the process of internal operation, and learning with developing, based on strategic objective and the designing procedure of performance evaluation of BSC(Balanced Scored Card). Finally, the precautions are made related to the implementation of the BSC performance evaluation system in China Bank. In addition, the author prospects future development of the BSC performance evaluation system.