Performance Evaluation Research And Case Study For ICBC J Sub-branch

In order to win in the increasingly fierce competition,banks must rely on talents to enhance their core competitiveness in addition to continuous financial product innovation and continuous market development.In the internal management activities of the bank,performance assessment is the key to helping the bank to achieve the strategic goal of talent and to improve the competitiveness of the industry.In the face of the changes in the external competitive environment,each bank is actively strengthening the performance assessment in order to improve the efficiency of management.But at present,the role of many banks' performance assessment is not enough.First of all,the whole performance appraisal system is not fully connected with the overall strategy of banks,so as to help banks achieve the effective landing of strategic goals.Secondly,performance appraisal does not achieve the role of promoting staff growth by examination,and does not form effective incentives and constraints to employees.The existence of these problems will inevitably have a negative impact on the realization of the strategic objectives of the bank.Using the methods of literature research and investigation and research,this paper selects and anatomize the J branch of industrial and commercial bank,and studies the performance appraisal of the bank.Based on the summary of the performance appraisal of J branch of ICBC,the main problems existing in the performance appraisal of the bank were investigated,and its causes were analyzed.According to human resources management related theories about performance appraisal,assessment of bank performance from domestic experience,the improvement of the four basic principles of the bank performance evaluation,namely,simple operation,effectively improve the efficiency,attaching importance to the feedback principle;clearly put forward the basic ideas of improvement,and puts forward the classification to determine the evaluation object and to determine the assessment objectives,adjust the performance appraisal method,optimize the performance evaluation index system,re set the assessment cycle,re divides the level of assessment and improvement of assessment results of the seven aspects of feedback and application improvement.In order to evaluate the reasonableness of the improved employee performance appraisal method,50 employees of J sub network were selected for performance appraisal test.It is considered that the performance appraisal result of the improved scheme is relatively reasonable before.In order to make the improved performance evaluation program successfully implemented,this paper proposes that the J branch of industrial and commercial bank should form a full sense of performance and shape the culture of performance assessment.At the same time,in the organization construction,we should strengthen the responsibility of the performance appraisal organization and organize the professional performance management team at the same time.In the system,the role orientation of the Department in the examination is further strengthened to further strengthen the post analysis,to refine the post instructions and to strengthen the construction of the supporting system for performance assessment.