Research On The Optimization Of Performance Management Of Retail Line Of S Bank Based On Balanced Scorecar

With the adjustment of the economic structure and the growth of residents’ wealth,the demand for personal financial services has been continuously upgraded,which has promoted the transformation and development of the retail business of domestic commercial banks.The empowerment of financial technology has reshaped the financial service pattern,subverted the traditional financial customer acquisition and service model,and further promoted the intensification of industry competition.Banks are moving towards globalization,integration,light-weight,digitalization and intelligence.The transformation of bank retail business will enter a new stage,requiring to find new growth points.For banks,performance management is a key stage in business management and the core of human resource management.The method of excellent performance evaluation can promote the bank to consolidate the internal management,transform the operation mechanism and improve the value creation and competitiveness.Also,the strategic goal can be realized,and the sustainable development of the bank can be promoted.The S Bank is a secondary branch which is governed by a state-owned commercial bank.In recent years,the development of S Bank’s retail business still has many shortcomings compared with local peers.The fundamental reason is that the mechanism is imperfect and the internal management has loopholes.According to the questionnaire survey and further analysis,it is found that the following main problems exist in the performance management of S Bank in the retail lines.firstly,the performance appraisal system lacks scientific methods,and the performance appraisal can not match with the strategic goals.Besides,the performance appraisal results are insufficiently used,and the managers’ are short of sufficient awareness.What’s more,the performance management mechanism is out of date and the performance appraisal content is more enough.Based on these,this paper,using the balanced scorecard performance management method and combining the shortcomings of the S Bank’s retail line performance management,proposes optimization ideas and steps with the previous research results.Specifically: introduce the balanced scorecard and conduct feasibility analysis;take S Bank’s strategic goal of building "the first personal financial bank" as the premise,decompose the strategic goal,and at the same time use the analytic hierarchy process to try to analyze four dimensions including finance,customers,internal operations,as well as learning and growth.It also quantitatively evaluate the effectiveness of retail business operations and explore scientific and accurate performance evaluation standards that are more in line with the needs of S Bank’s retail business development.The fairness and rationality of performance appraisal;emphasize performance feedback and communication,and optimize the performance interview process;apply performance results to employee post salary,training and education,evaluation,and rank promotion.In general,this paper aims to achieve the overall strategic goal of the bank’s retail business development by optimizing the performance management process of S Bank’s retail line and improving the performance of retail line personnel,as well as making the operation and management results more in line with the strategic goal.