Optimization Design Of Performance Evaluation System For Account Managers Of A State-Owned Bank

The study is under the background of the global economic downturn,the slowdown of China's economic growth,the deepening of the market-based exchange rate reform,the improvement of the multi-level capital market system,and the emergence of small financial companies,financial leasing companies and Internet finance companies.The operating environment of the banking industry has undergone tremendous changes,and competition among banks has become increasingly fierce.In terms of products,there is actually little difference among banks.Instead most fundamental competitiveness for banks is talent.The main job of A state-owned bank corporate account manager is expanding the company's credit business,daily maintenance of corporate customers,meanwhile the needs of corporate customers maintaining the security of bank credit assets.For the bank whose large part of profit comes from corporate business,the corporate account manager team not only determines the company's business development level,but also the bank's profitability to some extent.However,according to the survey,we found the fact that the current account manager of the bank is less satisfied with the fairness,rationality and guidance of the current performance appraisal system,which might seriously dampens the enthusiasm of the account manager,and further lead to increasing resignation of excellent account managers.Therefore,it is imperative to reorganize and optimize the current performance appraisal system of A country-owned bank corporate account managers.This paper introduces the current operation of the state-owned bank Quanzhou Branch,and analyzes the composition of the company's account manager team's age,education,rank,etc.,and then investigates the account manager's satisfaction and opinions about the current performance appraisal system by sending out questionnaires and conducting telephone interviews.On the basis of relevant domestic and international theories and research results,combined with the current performance appraisal system of the bank,the existing problems and deficiencies areanalyzed.Then based on these problems and shortcomings,using the balanced scorecard and KPI theory,the Bank's original performance appraisal system was optimized in four stages,and finally implemented safeguard measures to ensure the effectiveness of the bank's performance appraisal system.To achieve the purpose of promoting the healthy development of the company's business,and to provide some reference for many problems encountered in the performance appraisal process of other state-owned banking business account managers.