Analysis Of The Current Situation Of The Compensation System For The Account Manager Of X Rural Credit Cooperatives And Suggestions For Improvement

Since the reform and opening up,financial institutions have expanded rapidly.As a local financial institution,X Rural Credit Cooperatives are facing challenges and shocks.One side,Faced with the severe forms of stricter supervision,fierce competition and slow economic growth,facing the domestic assets quality decline,difficult disposal of non-performing assets,regulatory indicators difficult to reach the target,interest rate market-oriented interest rate gap reduction,business marketing development slowly and so on,it is imperative to "second entrepreneurship" for X Rural Credit Cooperatives.How to stimulate customer managers to actively expand business and realize the war of X Agricultural Credit Cooperatives? The strategic development goal has become an urgent problem for X Rural Credit Cooperatives.X Agricultural Credit Cooperative customer managers are classified into three categories according to their positions: individual loan customer managers,company business customer managers and peer customer managers.A differentiated salary system is formulated according to the position characteristics.The salary reform has achieved initial results,and a more scientific salary system and performance appraisal method are initially formed than traditional appraisal methods.Through questionnaire survey,on-site interviews and theoretical analysis,this paper makes a thorough analysis of the salary system and performance appraisal methods of various types of customer managers in X Agricultural Credit Cooperative,and finds that the existing salary system of various types of customer managers still needs to be optimized.Firstly,there are some common problems in the salary system of all kinds of customer managers in X Agricultural Credit Cooperative,such as:(1)there are problems in internal fairness of performance appraisal;(2)the salary level lacks market competitiveness.Secondly,there are also some problems in the salary system of various types of customer managers,such as: lack of long-term incentives and team incentives for individual credit customer managers,lack of short-term incentives for interbank business customer managers and small pay differences,unscientific post setting for company business customer managers,business operation mode is not conducive to performance appraisal,and so on.These problems restrict to someextent the completion of the business objectives of X Agricultural Credit Cooperative.To achieve the strategic development goals.In view of the above problems,X rural credit cooperatives need to take targeted measures to optimize various types of customer managers' salary system and performance appraisal programs,and take appropriate safeguards.In view of the common problems of various types of customer managers,it is suggested to introduce the concept of broadband salary,add a single product marketing incentive,and increase the way of "increasing revenue" for customer managers.At the same time,we should strengthen the theoretical education of customer managers ‘salary and encourage customer managers to actively participate in the process of optimizing the salary system.In view of the problems existing in the salary system of various types of customer managers,we should optimize the salary system,increase the medium-term and team incentives of individual loan customer managers,increase the short-term assessment and job quantitative scoring of customer managers in the same industry,and Re-optimization of the company's business customer manager compensation system,etc.It is hoped that through these optimization suggestions,the salary equity and salary level of customer managers will be improved,which will play a role in promoting the "secondary entrepreneurship" of X Agricultural Credit Cooperative and achieving the strategic development goals.