Research On Employee Performance Of W Bank Based On Balanced Score Card

At present,there are 4,588 banking financial institutions in China,and the competitors of commercial Banks have expanded from similar commercial Banks to private Banks,loan companies,enterprise group financial companies and other financial institutions.In such a complex financial environment,it is more difficult than ever to maintain their continuous growth of earnings.At the same time,as the number of various banking financial institutions increases,the phenomenon of brain drain in commercial Banks is increasingly serious.In such a market environment,commercial Banks have to seek their own way to accelerate their transformation in order to ensure the stability of talent and steady increase in earnings.Performance research plays an important role in human resources research,so it is an important part of the development of China's banking industry.Therefore,the improvement of the performance appraisal system is extremely urgent.W sub-branch of agricultural bank of China is a sub-branch under the jurisdiction of five branches directly under the head office of agricultural bank of China.W sub-branch,as the carrier and platform for the superior branch to promote the business of agriculture,rural areas and farmers,vigorously supports the construction of new rural areas.At present,the biggest advantage of W branch is its comprehensive products,and W branch will occupy the leading position in the financial industry of W city for a long time with this advantage.The W branch is also undergoing ongoing reforms to ensure that it can continue to maintain its position.However,according to the research on its performance,although the continuous reform has made some achievements,there are still some deficiencies in its actual work.Based on the related literature on performance appraisal and optimization,this paper focuses on analyzing the problems existing in the performance appraisal of W sub-branch of agricultural bank of China by means of on-site interviews,and proposes corresponding optimization strategies based on the balanced scorecard.Firstly,through employee interviews,this study found that there were four problems in the performance appraisal plan of W sub-branch in city.First,the current appraisal financial indicators of W sub-branch occupied too much proportion,while other indexes occupied too little position in the appraisal.Second,there are some indicators in the assessment system that cannot be closely combined with the specific work of the staff being assessed.This also indicates that the current system is rigid and fails to provide effective support for the bank operation.Third,in the process of system operation,the final score obtained is unitary,which cannot produce the effect of upper and lower linkage.Fourth,the initial planning,operation and the final public result stage of the system are directly decided from top to bottom,and there is a lack of communication channels between the examiners and the examinees.After analyze the line do exist in the system problems,combining with the relevant strategic planning and the higher the characteristics of the balanced scorecard method,this article will branch the original index evaluation system is optimized,and through the questionnaire survey form for each project,build a performance evaluation index system,determine the weight of each index,for W branch performance evaluation scheme was optimized and improved.In order to ensure that the new system is compatible with the existing operation system of the sub-branch,the author also improves the sub-branch in many aspects,including system,culture and platform.This paper also unifies the business strategies,objectives and plans of the branch and the head office to achieve the goals of both.