Research On The Optimization Of Performance Appraisal System Of Staff In S Branch Of Bank A

With the rapid development of capital markets and Internet finance,the entire banking industry is facing a comprehensive and profound historical change.Under the Internet financial model,the types of target customers,business operating models,and business management models have all changed.At the same time,due to the slowdown of domestic economic growth and the difficult adjustment of the industrial structure,market competition between banks has become increasingly fierce.Competitiveness has become an urgent problem for commercial banks.Performance assessment,as an important management tool and baton of the human resource management system,plays an important role in improving the overall operation and management of commercial banks,increasing the motivation of employees,achieving the strategic goals of the organization,and improving competitiveness.As a large state-owned commercial bank,Bank A's S branch plays an important role in financial stability and development.In the face of the current technological environment,economic environment,and political environment,it actively explores transformation and development and continuously improves its competitiveness.Although S Branch has done a lot of work in performance evaluation,the performance evaluation of the existing headquarters staff is still at the traditional level.There are imperfect performance evaluation systems,incomplete performance evaluation indicators,poor performance evaluation processes,and relatively narrow application of evaluation results.The performance appraisal fails to achieve the desired effect.In view of the existing problems,this paper insists on the principles of strategic orientation,value orientation,long-term development,fairness,simplicity and refinement in the optimization of performance appraisal,with the support of advanced performance appraisal theories athome and abroad,integrates the advantages and disadvantages of Balanced Score Card,Key Performance Indicator,Objectives and Key Results and 360 Degree Feedback,re-divide the performance evaluation dimensions and evaluation matrix of the staff of the A branch of the S branch of the A bank,and divide the staff of the head into four types:management,marketing,professional,and comprehensive.According to the different responsibilities of the department,it is divided into five types: direct marketing,marketing management,business management,scientific and technological operation,and support and guarantee.Performance evaluation indicators are formulated for different departments and different positions.Based on Balanced Score Card in the design of performance evaluation indicators,the Objectives and Key Results method was introduced to increase the learning and growth of employees and focus on their quality and future development.The performance evaluation system is used to establish a bottom-up,bottom-up,and full-member evaluation process to achieve dynamic monitoring of performance evaluation.Four measures were put forward to improve the performance evaluation organization system,improve the performance evaluation system,strengthen performance evaluation training,and expand performance evaluation results to ensure that performance evaluation can be implemented.