Based On Balanced Scorecard Research On Performance Evaluation Optimization Of Bank A Branch B

In recent years,the external situation facing the domestic banking industry has changed drastically,the slowdown in macroeconomic growth,the acceleration of the marketization of interest rates,and the introduction of the new policy on capital supervision have gradually affected the development of commercial banks.For state-owned banks,the deposit-loan spread has narrowed significantly,the establishment of joint-stock commercial banks and private banks,and the entry of foreign banks have increased the number of market players,and the competition between the banking industry has become increasingly fierce.The "three highs" era of high profits,high growth and high interest margins has basically ended.The era of making money has become history.The new operating environment has brought great challenges to the profitability and risk management capabilities of commercial banks.Urban commercial banks mainly serve the regional financial markets.Most commercial banks lag behind large state-owned banks in terms of scale,personnel,and operational capabilities.There is an urgent need for scientific and reasonable performance management to promote corporate strategic development.Under the operating pressure of existing commercial banks,performance evaluation generally takes financial index evaluation as the main evaluation method,which has certain deficiencies.The balanced scorecard performance evaluation can build a performance evaluation plan combining financial factors and non-financial factors from the bank's own strategic development goals,which is conducive to improving the internal management level of the bank and improving the bank's operating efficiency.This article takes the research object of Bank A's B branch behavior,analyzes the current situation of performance assessment,finds out the existing problems,and then designs three levels of performance assessment indicators of sub-branch,integrated teller and customer manager according to the strategic development goal of Branch B.Using AHP and a questionnaire to determine the assessment weight of each assessment indicator,a balancedscorecard assessment plan for Bank A and Branch B was developed that is more in line with strategic development.The final conclusion is as follows: The performance evaluation plan based on the balanced scorecard is a comprehensive evaluation of bank performance from both financial and non-financial perspectives,which can meet the needs of the bank's existing strategic development and provide scientific performance evaluation tools for banks.A strategic review of the operations and management activities of Branch B can enable management to obtain comprehensive and accurate information,thereby improving the level of operations and management and enhancing the competitiveness of banks.At the same time,in order to ensure the smooth implementation of the new plan in Bank A and Branch B,it proposed the establishment of a special performance appraisal organization,strengthening training for employees,strengthening information system construction and management,strengthening bank corporate culture construction,and strengthening feedback and continuous improvement.safety measures.