(A) is conducive to the implementation and implementation of Scientific Outlook on Development, forming a strong goal orientation. Scientific Outlook on Development is rich in connotation. To put it into practice and translate it into the guiding ideology and practical actions of branches and departments, a set of scientific evaluation standards and evaluation systems are needed. Scientific performance evaluation and assessment will transform Scientific Outlook on Development's principle requirements into a quantifiable target system, thus strengthening the performance awareness of all departments, forming a correct decision-making orientation and work orientation, and providing strong support for establishing and implementing Scientific Outlook on Development.
(2) It is conducive to accelerating the introduction of advanced evaluation methods and achieving a balance between profit and risk. Scientific and reasonable performance appraisal system can introduce advanced performance appraisal indicators and methods, such as economic capital method, balanced scorecard, economic added value and other advanced performance appraisal technical methods, which can promote the combination of short-term financial indicators and long-term development strategy, business development and business innovation ability, business development and human resources under the guidance of advanced performance appraisal technical methods, and promote the balance between profitability and risk of agricultural development bank. The introduction of advanced methods and tools will gradually change the performance measurement of Agricultural Development Bank from simple quantification and empirical judgment to scientific measurement based on advanced quantitative model, and the performance management level of banks will be greatly improved.
(C) conducive to the establishment of a sound incentive and restraint mechanism for performance appraisal, to stimulate the subjective initiative and creativity of employees. Scientific and reasonable performance appraisal system regards performance appraisal as a means to motivate employees' long-term development and the basis to guide employees' self-development. Planning employees' career is conducive to the Agricultural Development Bank to stimulate employees' creativity, arouse employees' enthusiasm and stimulate employees' enthusiasm for work and goals. The operating environment faced by modern banks is more complicated than ever, and the financial competition is more intense than ever. It is particularly important to mobilize the enthusiasm and creativity of employees, and a scientific and reasonable performance appraisal system can play a great role in motivating and restraining employees. Only by establishing a good performance appraisal system can we retain talents, give full play to their intelligence, and give employees a sense of belonging and mission.
(4) It is conducive to strengthening internal control, avoiding risks, promoting the healthy and steady development of business and enhancing the competitiveness of banks. A scientific and reasonable performance appraisal system should cover the internal management and internal control in the business process of the Agricultural Development Bank, which can continuously improve the business system, improve the business process, strengthen internal control and management, prevent cases, plug loopholes, avoid risks, establish a good financial code of conduct and financial order, and actively promote the effective, healthy and sustainable development of the Agricultural Development Bank.
Two, the Agricultural Development Bank branches in the performance appraisal should pay attention to solve the problem.
(1) Set the evaluation index scientifically. Whether the bank performance evaluation index is set scientifically directly affects the fairness and scientificity of the evaluation results, and then affects the performance evaluation function. Therefore, it is necessary to scientifically set evaluation indicators according to the principles of advancement, guidance and clarity. When setting evaluation indicators for branches, a comprehensive business audit should be conducted to confirm the authenticity of debt business data, accurately reflect the pattern of asset business, accurately identify owners' equity projects, and determine evaluation indicators on a solid foundation to ensure the authenticity of performance evaluation. The business operation of the Agricultural Development Bank should focus on profit, and deposits, loans, asset quality and intermediary business are the basis and means to achieve the profit target, and can only be used as auxiliary indicators of the profit target. Too many and too detailed evaluation objectives are actually multi-criteria evaluation, which easily leads to evaluation distortion and even negative incentives. At the same time, it is necessary to set the "expected probability" reasonably, and the setting of evaluation indicators should not be unattainable, nor should we "jump up and pick peaches" overnight. Performance evaluation indicators should be clear and specific, based on quantitative indicators, and adopt a combination of bottom-up and top-down methods.
(2) Classification assessment of branches. Management banks at all levels generally adopt a unified model when assessing the branches at the next level, that is, setting the same evaluation indicators and standards and adopting the same scoring weights and methods to make the evaluation results of each branch comparable. Because of the different operating environments and scales of branches, it is unfair to adopt uniform standards and assessment weights, ignoring the differences and main contradictions between banks and the different work priorities of banks. Therefore, according to the different operating conditions of each bank, it is necessary to divide the categories and implement classified assessment. If the branches are classified according to the current scale and operating environment, the branches under their jurisdiction can be divided into key branches, concerned branches and monitoring branches; Branches can also be divided into different grades according to the classification of asset quality and the proportion of non-performing loans, and different assessment weights can be formulated for classified assessment. For example, for banks with good asset quality, reduce the weight of asset quality assessment and increase the weight of benefits and deposit indicators; For banks with poor asset quality, the weight of asset quality assessment indicators should be increased; Increase the assessment weight of asset quality indicators and compliance management indicators of monitoring banks. Through the implementation of classified assessment, give full play to the different advantages of each branch, encourage the advanced, spur the backward, gradually narrow the gap between banks, and realize the simultaneous improvement of bank asset quality and operating efficiency.
(3) Follow certain principles. For example, the principle of comprehensiveness: that is, a comprehensive evaluation index system should be set up, which should not only reflect the focus and direction of operation and management, but also objectively reflect the overall operating conditions of banks, and comprehensively judge the annual financial achievements and operating conditions of banks from multiple angles; Principle of objectivity: that is, according to the unified scoring rules and unified standard values, objectively and fairly reflect the operating performance of banks; Development principle: based on the performance contribution evaluation from the stock perspective, compare the growth and development level of banks year by year.
(four) make full use of the assessment results, establish and improve the incentive and restraint mechanism. Effective use of evaluation results is as important as scientific evaluation of performance. In order to fully mobilize the enthusiasm of institutions and cadres and workers at all levels, we must make full use of the evaluation results and establish and improve the incentive and restraint mechanism on the basis of correct evaluation of performance.
1. Implement hierarchical management for branches. According to the per capita profit, per capita deposit, asset profit rate, cost-income ratio, non-performing loan ratio and other indicators, the branches under their jurisdiction are uniformly divided into several grades. Taking provincial branches as an example, it can be roughly divided into six grades, secondary branches are divided into 1 to three grades, and sub-branches are divided into four to six grades. 1 Grade is the highest grade, Grade 6 is the lowest grade, and all grades can cross each other. If the performance level of the next level branch is high, it can be regarded as the upper level in resource allocation. Classified banks make adjustments every year according to their business scale and performance evaluation results. Different levels of resource allocation are different, mainly involving the allocation of leadership positions, the determination of the number of internal institutions, the determination of the total number of employees, the determination of business authorization, the determination of credit scale, the distribution of operating expenses, the distribution of income and so on.
2. Strengthen the application of performance appraisal results. After the performance appraisal results are fed back to the banks at all levels, the banks at all levels should find out the gaps, analyze the reasons, improve the work in a targeted manner and improve the management level. The results of performance appraisal can be used as an important basis for evaluating the operating performance of banks, allocating linked wages and allocating other resources, and can be linked to the performance bonus distribution of bank leaders and employees. For units with excellent evaluation results, the income distribution can be appropriately increased, which can be used as an important condition for selecting advanced units. The performance of the unit is also the true embodiment of the performance of the person in charge of the unit and the team. Therefore, it is necessary to link the performance evaluation results with the personal bonus, appointment and dismissal of the unit and team leaders, which really plays an incentive role.
(v) Standardize and institutionalize performance appraisal. The first is to improve the evaluation organization. In order to effectively organize the evaluation work and give play to the guiding, encouraging and restraining role of performance evaluation, management banks at all levels must set up evaluation leading groups, unify leadership, centralize organization and do a good job in evaluation. The leading group is headed by the bank leader, and its members are composed of the heads of relevant departments, with an office (under the accounting department) responsible for the daily work evaluation. The evaluation office shall regularly and timely report the data monitoring or evaluation results of each line to the President for approval and publication. The second is to deal with the relationship between stability and variability of evaluation system. The performance evaluation method must be relatively stable. The third is to strictly enforce the evaluation discipline. Those who practise fraud in the evaluation will be seriously investigated for their responsibilities once verified. The fourth is to establish a true and complete information statistics system. The indicators set in performance appraisal are diversified, and the collection of assessment data is very large. Therefore, the performance appraisal data should be directly extracted from the accounting comprehensive business system, financial statements, credit management and other related systems as far as possible. The basic information provided by the relevant departments must be stamped with the department seal or signed by the person in charge of the department. Fifth, it is necessary to strengthen the analysis and investigation of performance appraisal, carry out investigation and study on the problems with universality, tendentiousness and typicality in the appraisal work, and listen to opinions and suggestions extensively to ensure that the appraisal work is true, objective and fair.