The methods of performance management adopted by commercial banks in China include key performance indicators and balanced scorecard. Relatively speaking, the theories of these methods are relatively mature, but how to combine these methods organically has not really been achieved. Generally speaking, China's commercial banks have not really penetrated into the practical application of performance management, but only superficial.
Generally speaking, China's commercial banks have problems such as imperfect performance management system, which can be summarized as? Pay more attention to assessment than management? . Collective performance has the following aspects.
Performance objectives and plans
First of all, the organization assigns too many goals to various departments, which leads to unclear strategy and value orientation. Secondly, given the departmental objectives, the indicators are not quantified, which makes employees lack a clear understanding of the objectives. Finally, when it comes to performance appraisal, the organization only pays attention to the results and does not care about the career development of employees. Staff turnover is serious, which affects the overall performance of the organization.
Performance coaching and communication.
First of all, the communication process is not standardized, communication counseling is less and there is no record to check. Secondly, the improper methods used in the communication and counseling process lead to employees' bad mood. Finally, there is no real performance coaching and communication plan, and even if there is, it has not been implemented.
Performance evaluation and feedback
The way of performance appraisal is single, the thinking of how to evaluate employees is unclear, the content and indicators are relatively simple, and the assessment results are also the comparison between employees at the same level, without highlighting the comparison results between employees at different levels and positions. However, in addition to the above-mentioned problems in the banking industry, commercial banks in China also have some unique problems, as follows. (1) The essence of performance management is not well understood. The positioning of commercial banks is vague because there is no clear understanding of why the assessment is needed, just for the assessment, or for the final salary distribution, which is too one-sided. (2) The responsibility of performance management is not clear. Most commercial banks have no clear performance management responsibilities. When something goes wrong, everyone is at a loss and the whole system can't run. In a word, the performance management of China's commercial banks is still in the primary stage, and then we will continue to break through and innovate on the basis of learning from the experience of other banks or other countries, and find a way suitable for our own commercial banks.
2 the experience of performance management of commercial banks in developed countries
Advanced management concept
Organizational performance comes from employee performance, and American commercial banks have realized this. They attach great importance to employees' personal performance, pay attention to the cultivation of employees' personal ability, make effective career growth plans for employees, continuously improve employees' personal performance, and finally improve the comprehensive competitiveness of American commercial banks.
The assessment content is perfect
Compared with China's assessment content, American commercial banks are very clear about why, how and what effect the assessment should be carried out, and often link the assessment content with organizational development, and make corresponding decisions through the assessment results, which has achieved good results.
A clear division of responsibilities
The division of responsibilities of commercial banks in China is not clear, but in the United States, on the contrary, the division of responsibilities between employees and managers is clear, and special personnel are assigned to provide counseling and feedback, so that employees and managers can cooperate happily. Sometimes managers will help employees set corresponding goals and help employees achieve career development.
3 Countermeasures to improve the performance management of China's commercial banks
Construction of performance management system
Strengthen the collection and analysis of performance information
Collecting performance information is not as much as possible, but to be targeted, it is necessary to collect information directly related to performance.
Feedback and communication of performance
Performance management is a systematic process, and its real connotation is not to evaluate the performance of employees or organizations, but to manage the whole process and lay the foundation for the realization of enterprise value. Facing the management mode of commercial banks, this kind of head office and branches are not conducive to the communication between branches, the information is not smooth, and problems can not be found and solved in time, which ultimately affects the performance management process.
Strengthen the implementation of performance management
Because the implementation of performance management is very important to the strategic development of the whole organization, it needs the active cooperation of all members of the organization, and sometimes a special coordination team can be sent to coordinate, so as to avoid negative emotions from affecting the implementation of performance management.
Pay attention to the application of performance appraisal results
The results of performance appraisal reflect the matching degree between employees and posts to a certain extent, which can be used as the basis for promotion, dismissal or post adjustment; Can be used as the basis for determining wages and rewards; It can be used as a basis for employee potential development and education and training.
Deepen the reform of commercial banks
Realize the diversification of property right structure
Faced with the current property rights problems of commercial banks, their single structure and imperfect governance eventually lead to weak internal supervision of banks. Therefore, it is necessary to implement the shareholding system, realize the diversification of property rights structure, and fundamentally promote the realization of the most essential goals of commercial banks.
Introduce funds in some way
Although commercial banks want to improve their profitability and increase their capital, they can issue stocks or inject capital from the government in addition to their own business accumulation.
Restrict the operation of non-performing assets through certain means
From the data of 20 1 1, it can be seen that the absolute amount of non-performing loans has increased, and it is really difficult for commercial banks to solve it on their own. If conditions permit, appropriate consideration can be given to obtaining the support of government agencies, and at the same time, supervision should be strengthened to prevent non-performing loans from continuing to breed.
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