Bank employee performance appraisal plan (5 general articles)

In order to ensure that things or work are carried out smoothly, it is usually necessary to formulate a complete plan in advance. The plan generally includes guiding ideology and main goals. , work priorities, implementation steps, policies and measures, specific requirements and other items. So what issues need to be paid attention to when formulating a plan? The following is a bank employee performance appraisal plan (5 general articles) that I compiled for you. It is for reference only. Let’s take a look.

Bank employee performance appraisal plan 1

1. Assessment purpose

1. As a basis for promotion, dismissal and job adjustment, focusing on ability, ability performance and work Assessed on performance.

2. As the basis for determining performance pay.

3. As a basis for potential development and education and training.

4. As a basis for adjusting personnel policies and incentive measures, promote communication between superiors and subordinates.

2. Assessment Principles

1. All employees formally employed by the company should be assessed. The assessment requirements and focus of employees at different levels are different.

2. The assessment is based on the company's various systems, employees' job descriptions and work goals. At the same time, the assessment must be open, transparent, and everyone is equal and treated equally.

3. The assessment plan formulated must be operable, objective, reliable and fair, and must not incorporate the personal likes and dislikes of the evaluators.

4. Advocate to meet the assessees in different ways to make them sincerely accept the assessment results, and allow them to appeal or explain.

3. Assessment content and methods

1. Work task assessment (monthly).

2. Comprehensive ability assessment (conducted by the assessment team every quarter).

3. Attendance, rewards and punishments (assessed by the Administration Department in accordance with the "Company Internal Management Regulations").

4. Appraisers and Appraisal Indicators

1. Establish a company appraisal team to conduct comprehensive assessment and evaluation of employees.

2. Self-assessment, employees evaluate themselves and write a personal summary.

3. Assessment indicators, employee work plans, tasks for the month, attendance, and rewards and punishments in the "Internal Management Regulations".

5. Feedback on assessment results

Performance appraisal should meet with the individual, tell the assessee the advantages and disadvantages of the assessment results, and encourage them to carry forward their strengths, correct their shortcomings, and achieve greater results.

6. Employee Performance Appraisal Instructions

(1) Filling in Procedures

1. Before the 2nd of each month, employees shall prepare a work plan for the month, which shall be reviewed by the direct superior of the department It will be reported to the Administration Department later;

2. The work performance appraisal form will be issued to the department by the Administration Department on the 28th of each month. It should be filled in by the person and reviewed by the department’s direct superior, and submitted to the Administration Department before the 2nd of the following month;

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3. The work plan is divided into 5 daily work items, 5 stage work items and other categories. The other categories belong to the tasks temporarily assigned by the leader;

4. Completion of the work plan There are three levels: completed, in progress, and not in progress (phased work). At the end of the month, I will rate according to the actual options and rate myself in the personal evaluation column;

5. The work plan is not in progress and is in progress. For the (phased work) item, please explain the reasons in the column of plan completion status.

(2) Scoring instructions

1. The total score of the work performance appraisal form is 90 points, 8 points for each of the 5 items in the daily work category account for 40 points, and each of the 5 items in the stage work category accounts for 40 points. 10 points for each item account for 50 points, and additional points for each other category are 8 points. If the opinions and suggestions are adopted by the company, additional points will be 10 points; among them, the proportion of personal ratings, functional department ratings, and direct superior ratings to the work performance appraisal score is 30 points respectively. %, 30%, 40%. (If the personal score exceeds 90 points, the personal score will be invalid and calculated based on the score of the direct superior minus 10; the score of the functional department is evaluated from two aspects: cost awareness and professional standards. It is evaluated by the Finance Department and the Administration Department respectively.

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2. Comprehensive performance appraisal will be conducted quarterly by the appraisal team. Employees will fill in an "Employee Appraisal Form" and an "Employee Mutual Evaluation Form" every quarter. The specific time will be notified separately by the Administration Department; " The Employee Evaluation Form is filled in by the employee being evaluated and the evaluation team, and the Employee Mutual Evaluation Form is filled in by employees in an anonymous manner and put into the company's ballot box; among them, the proportion of the comprehensive performance appraisal score accounted for by self-evaluation, employee mutual evaluation, and evaluation group evaluation respectively. It's 30%, 30%, 40%.

3. The quarterly score of the work performance appraisal is the average score of the three months, accounting for 60% of the quarterly performance appraisal score; the comprehensive performance appraisal score accounts for 40% of the quarterly performance appraisal score, and the final quarterly performance appraisal score is is the sum of the two.

4. Scoring criteria: Excellent 85 points or more, good 84-80 points, qualified 79-75 points, general 74-65 points, unqualified 64 points or less.

(3) Quarterly performance salary content

Quarterly performance salary = performance appraisal award + performance quarterly award

(1) Performance appraisal award consists of three parts:

a. An assessment risk fund of 10% of the employee’s quarterly reserved position salary;

b. One-quarter of the employee’s 13th monthly salary;

< p> c. The company provides a quarter of 10% of the annual salary of the position as an incentive.

Employees who excel in the quarterly assessment will receive full quarterly performance appraisal bonuses; those who pass the assessment will only receive items a and b; those who fail the assessment will not receive quarterly performance appraisal bonuses.

(2) Quarterly performance bonuses are given by the general manager in the form of red envelopes at the end of the quarter based on the employees' overall performance in the company and with reference to the employee's assessment.

(4) Categories of increase and decrease points:

1. Attendance points: 2 points will be deducted for each day of personal leave in the month, and so on. If personal leave accumulates for 3 days in a quarter, 1% of the performance salary will be deducted; for 5 days of personal leave, 3% of the performance salary will be deducted;

2. Training points: 1 point will be added for each training participation, 2 points will be deducted for each absence, and so on. . If you are absent from training for a total of 2 times during the quarter, 1% of your performance salary will be deducted, and if you are absent from training for a total of 4 times, 3% of your performance salary will be deducted;

3. If you fail to prepare the work plan for the month and fill in the work performance appraisal form as scheduled, 1 point will be deducted for each overdue day. , and so on.

4. Bank employee performance appraisal plan 2 for employees who are qualified within the quarter

In order to fully mobilize the enthusiasm of employees and complete the xx deposit tasks assigned by the head office, combined with the competition situation in the peer market , based on the principle of "openness, transparency, and remuneration according to work" and combined with the actual work of our bank, these measures are formulated.

1. Organizational Leadership

Establish a performance appraisal leadership group for xx branch (hereinafter referred to as the leadership group) composed of the president, vice presidents and the main persons in charge of each department and branch (including bank branches) Team), responsible for the performance appraisal work of xx branch. The members of the leadership group are as follows:

Team leader: President

Deputy team leader: Vice President

Members: Mainly from departments and offices and branches (including central banks) Person in charge

The leadership group has an office, which is located in the General Department and is responsible for performance extraction, assessment and distribution.

In cooperation with other departments, the Risk Management Department is responsible for the review of the performance distribution plan.

2. Assessment objects

All branch staff

3. Assessment scope

Performance assessment is divided into performance assessment and responsibility assessment.

Performance Appraisal = Performance Appraisal + Responsibility Appraisal

The weight of performance appraisal and responsibility appraisal of business departments is 7:3, and the weight of performance appraisal and responsibility appraisal of functional departments is 7:3. 3:7.

The business departments are the sales department, business department, and Yanzhou, and the functional departments are the risk department and the comprehensive department.

In order to encourage innovation and reward employees who have made outstanding contributions to the development of the branch, the branch will set up a special contribution fund to reward groups and employees who have made outstanding contributions to the development of the branch.

IV. Assessment

Performance assessment includes deposit business, institutional customers, personal business, electronic banking business, special merchant business, market business, international business, and small and micro loan business.

(The heads of the 4 departments will extract their performance according to the performance appraisal coefficient, and refund the excess and supplement the paid performance appraisal fee.) Bank employee performance appraisal plan 3

1. Appraisal system

Teller’s The work content and nature of the work determine the teller's evaluation system. Tellers are not marketing personnel. They should be more of a cost center than a profit center. Therefore, they cannot be assessed by profit indicators, but should be replaced by assessment indicators such as business volume and business quality.

Business volume refers to the amount of work completed by tellers during the assessment period; business quality refers to the accuracy assessment of tellers' own work; marketing performance refers to the completion of relevant marketing tasks undertaken by tellers, such as The average daily savings deposit balance, the number of bank cards issued, the marketing of Bank-Security Connect, insurance, funds, etc.; business knowledge refers to the teller’s mastery of the rules and regulations and business knowledge related to his/her job; business skills refers to the teller’s understanding of The degree of mastery of professional skills related to the job; work ability refers to the employee's ability to complete the job and promote the work of the department; service quality mainly refers to the satisfaction of customers inside and outside the bank with the employee's service; work attitude refers to the employee's attitude toward the branch and the job degree of love.

2. Business volume assessment

The difficulty of business volume assessment is how to accurately, truly and objectively reflect the business volume of the teller being assessed, and produce a positive incentive effect. The early business volume assessment used time assessment, which roughly estimated the business volume completed by tellers by counting the number of working days of tellers. There are various shortcomings in the time-based assessment method: First, the assessment results have a large error, and the same working time does not indicate that the workload is the same; second, it cannot reflect the work efficiency of the teller, and the work efficiency may be high or low, depending on the actual workload completed. There must be a gap. The timed assessment method cannot reward the good and punish the bad, but may have the effect of negative work; third, it cannot distinguish between complex business and simple business, and cannot play a positive motivating effect on the teller's business level.

Adopting the "piece-based" assessment method can partially solve the above problems. By counting the number of business transactions completed by tellers, the workload completed by tellers can be accurately and truly reflected; at the same time, tellers are encouraged to improve work efficiency and complete more business volume within the same time.

But business volume assessment also faces some problems:

(1) How to accurately count the business volume of counter staff. The most scientific way is to rely on the bank's statistical information system to research and develop a teller business volume statistical analysis system to achieve statistics, query, and analysis of business volume information, improve statistical accuracy and credibility, reduce the workload of business volume assessment, and improve Assess work efficiency.

(2) Business volume assessment issues for different businesses. The time and energy required for complex business and simple business are different and cannot be simply added up. Complex business must be converted to reflect the difference in time and energy expended by tellers and the difference in risks assumed. At the same time, because some emerging businesses require tellers to have a higher level of professional knowledge and skills, such businesses must also have higher conversion factors to encourage tellers to proactively learn new businesses and skills.

The teller business volume assessment indicators are set into four categories: deposit processing, withdrawal processing, intermediary business processing, and other business processing. The scores are converted according to the actual business completion volume. The details are shown in the table below:

3. Business quality assessment

Strengthening business quality assessment and enhancing the compliance of teller operations are important elements for preventing operational risks and strengthening bank internal control. In some major and important cases that have occurred in banks in recent years, although there are factors of human fraud, the tellers concerned have a fluke mentality and do not strictly follow bank rules and regulations, which is an important reason for the success of fraudsters. If the vouchers are not strictly reviewed according to the voucher elements, the verification system is not adhered to, the vouchers are not reviewed, the database is not checked regularly, the account opening and closing procedures are incomplete, etc., the above behaviors can easily have adverse consequences and cause substantial harm to the bank. Therefore, banks must strengthen the business quality assessment of tellers.

Business quality assessment, that is, business error assessment, assesses the behavior of tellers who violate business operating standards, generates business errors, and causes losses to the bank during the process of handling business, and takes corresponding punitive measures.

In business error assessment, due to the wide variety of business errors, how to reasonably classify business errors and determine assessment standards has become a difficulty in assessment.

Banks should scientifically define various types of teller business errors, classify them according to the severity of the harm, and determine appropriate deduction standards.

4. Marketing performance

Whether marketing performance should be included in the teller evaluation system is a question worth discussing. The essence is how the bank should position its tellers. The main arguments supporting the inclusion of marketing performance in the teller assessment system are: bank tellers can have direct contact with customers, understand customer needs, and can market products to customers; at the same time, bank tellers may also have certain social relationships and can contact certain customers for the bank and business. The main arguments that are not supported are: the primary job responsibility of a bank teller is to handle front-end business, continuously improve service quality, and meet customer needs. If too much marketing performance is included in the assessment scope, it will distract the bank teller from the main job responsibilities. Attention. Judging from the reality, most domestic banks assign certain marketing tasks to tellers and use marketing performance indicators as one of the assessment criteria. Marketing performance indicators mainly include savings deposits, intermediary business income, etc.

5. Assessment of business knowledge and skills

Banks should regularly organize examinations of tellers’ business knowledge and skills, and determine their assessment results based on teller examination results. The assessment of business knowledge should include basic financial knowledge, basic professional knowledge, relevant rules and regulations, operating procedures, etc. Specifically, it includes basic accounting systems, business operating procedures, internal control management regulations, various settlement methods, standardized service requirements, etc.

The skills assessment mainly includes Chinese input, subpoena input, manual currency counting, counterfeit currency identification, bill review, etc. The assessment is specifically conducted in accordance with the bank teller business skills assessment standards. The following table is the front desk teller business skills evaluation form, which stipulates the assessment items, total score proportion, and assessment standards. The teller's individual assessment results are based on the following standards, and the individual assessment scores are calculated in proportion, and then the comprehensive skill assessment scores are calculated according to the weight.

6. Other qualitative assessment indicators

Assessment indicators such as work ability, service quality, and work attitude have unquantifiable characteristics and are difficult to conduct accurate assessments. Therefore, relevant designs must be carried out to ensure their Accuracy and effectiveness of assessment: First, accurately define various assessment indicators, and clearly explain the content of assessment indicators in detail so that assessors can refer to them for scoring; second, conduct a 360-degree assessment, including tellers’ self-evaluation, colleagues’ mutual evaluation, and direct management. Personnel evaluation and customer evaluation are combined and given different weights, and the comprehensive score is calculated as the evaluation score, thereby achieving a comprehensive evaluation of tellers. Bank employee performance appraisal plan 4

1. Guiding ideology

Guided by the relevant spirit of the provincial federation's performance appraisal, combined with the reform of the municipal federation's personnel system and labor employment system, through Appoint accountants to supervise the performance of responsibilities and directly assess the municipal association, reasonably determine the work goals and salary content standards between co-operatives and between posts, widen the distribution grades, and establish a distribution mechanism with "sufficient incentives and effective restraints". Promote the sound and rapid development of rural commercial banks in our city.

2. Basic principles

(1) The principle of content-based remuneration. Based on the total performance wages of credit unions in the city, various business plans and other factors, a unified content standard is determined, and based on this standard, the performance wages due to the actual number of tasks completed by the credit union are calculated. The directors and deputy directors of credit unions will have their performance-based salary assessed based on their job responsibilities and division of labor.

(2) The principle of giving priority to quality and efficiency. The wage growth level of each company must be consistent with the completion of operating indicators and asset quality.

(3) Principles of risk prevention. Whenever a case or asset loss occurs, performance wages will be deducted accordingly according to the amount involved or the size of the loss.

(4) Principles of personnel establishment. When closing the year-end performance appraisal, the per-person appraisal closing portion will be calculated based on the number of people assigned.

(5) The principle of monthly settlement. The Municipal Cooperative will assess the completion of each cooperative's business plan on a monthly basis. Performance wages will be calculated and paid in full on a monthly basis for interest collection. Other assessment items will be calculated and paid at 70% of the accrued performance wages for the current period. Credit unions will assess employees based on their performance. Rolling settlement throughout the year, year-end general ledger.

(6) The principle of winning over the inferior.

Under any of the following circumstances, the director and the director in charge will be removed from office on the spot:

1. The net increase of deposits by 50% of the planned amount has not been completed;

2. The interest income has not been completed as planned. 80% or a year-on-year decrease;

3. Non-performing loans increase instead of falling;

4. The recovery rate of loans due in the current year is less than 90% (five-level classification).

3. Performance Appraisal Objects

Performance appraisal objects are all on-the-job employees who are responsible for business objectives and tasks, excluding those who are waiting for work, retired and administratively reserved. The performance salary of seconded personnel is determined based on the per capita performance salary of the credit union where they work, and the municipal cooperative will increase the total salary of the relevant cooperatives.

4. Salary composition and assessment

(1) Basic salary

Calculated and paid according to the standard of x yuan per person per month for the fixed number of people (including "three "Fund"), and the waiting staff will be paid x yuan for living expenses.

(2) Performance salary

1. The performance assessment indicators of the city’s credit unions in xx are the annual average ten-day increase in deposits, interest income, and non-performing loan collection (five-level classification ). The performance salary content standards are respectively the ten-day average net increase in deposits x yuan/10,000 yuan, interest income x yuan/10,000 yuan (the sales department is assessed on the basis of x yuan/10,000 yuan), and the collection of non-performing loans x yuan/10,000 yuan.

2. The performance salary of directors and deputy directors of credit unions will be assessed with a percentage, and the salary base is the per capita performance salary of all business personnel in the society.

(1) Director assessment items:

Net increase of deposits at the end of the year is 25 points, interest collection is 30 points, non-performing loan collection is 25 points, recovery rate is 10 points, safety and other work is 10 points cents (the net increase of social deposits in urban areas was 35 cents at the end of the year, and the interest rate was 45 cents).

(2) Assessment items for the deputy director in charge of credit:

Interest income 35 points, collection 35 points, maturity loan recovery rate 20 points, credit management 10 points (urban community credit 50 points for investment, 40 points for maturity loan recovery rate, and 10 points for credit management).

(3) Assessment items for the deputy director in charge of deposits:

The net increase in deposits at the end of the year is 40 points, the average ten-day increase is 40 points, and the security and other management are 20 points.

The above quantitative indicators are scored according to the actual completion proportion. Extra points will be awarded if the proportion is exceeded. The maximum extra points shall not exceed 30% of the original score. If the loan recovery rate does not reach 99%, every 0.5 percentage point difference will be calculated. Deduct 1 point. Qualitative indicators are scored by the relevant functional departments of the Municipal Association based on usual assessments.

5. Determination of the salary coefficient

The base of the salary coefficient of the director of the credit union is 1.8, and the floating range after the assessment is based on the percentage assessment results; the base of the deputy director’s coefficient is 1.5. The upper and lower floating range is , and the salary coefficients of other personnel are determined by each company according to the situation.

6. Performance salary deduction items

(1) If the loan recovery rate due in the current year is less than 99%, the total performance salary will be deducted at 10% of the absolute amount owed.

(2) If the expenses exceed the plan or exceed the proportion, the credit union director’s performance salary will be deducted in full.

7. Special Instructions and Regulations

(1) At the end of the year, the Municipal Association will increase its deposits according to the standard of x yuan/ten thousand yuan net increase in deposits and interest income of x yuan/ten thousand yuan. The total expenses of each club are used as special public relations expenses for organizing deposits and increasing interest income.

(2) Each company should distinguish different positions, establish personal performance accounts, and record in detail the employees' personal deposit collection, loan collection, and interest collection performance as the basis for calculating performance wages.

(3) The corporate and large deposits organized by the director and deputy director of the credit union, the collection of large loan interest and large non-performing loans are corporate achievements, and the corresponding performance pay should be proportional Make allocations.

(4) If the total performance salary calculated according to this method is lower than the total salary approved by the Provincial Cooperative, the total salary approved by the Provincial Cooperative shall prevail, and the total performance salary of each company shall be increased accordingly; vice versa. Reduce the total performance wages of each company.

Bank Employee Performance Appraisal Plan 5

In order to fully mobilize the enthusiasm and creativity of all employees of xx branch and promote the healthy and steady development of various businesses, in line with the principles of openness, fairness and fairness, and based on the actual situation of the branch, The performance appraisal team of the branch will revise the employee performance appraisal method. The revised content and standards are as follows:

1. Appraisal organization

1. The branch will set up an appraisal team with the following members: Chief xxx, members xx, xx, xx are responsible for convening meetings, xx is specifically responsible for the calculation of assessment data, xx is responsible for the daily recording and assessment of personal performance, xx is responsible for the recording of personnel performance, and xx is responsible for supervision and review to ensure accurate recording of personal marketing performance to the names of individual celebrities. At the same time, they are responsible for verifying the original inaccurate data one by one. The assessment team holds a meeting every quarter to evaluate the performance of departments, offices and personnel.

2. For business successfully marketed by branch employees (including drivers, security personnel, etc.), when handling the business, they must fill in the "Deposit Slip" in duplicate, sign it by the handling teller, submit it to XX, and enter it into the assessment system , and at the same time keep the bottom copy in a special folder for inquiry.

3. Within the 3rd day of each month, xx and xx will extract the relevant data from the assessment system, review each other, and publish the performance results after approval by the assessment team.

4. The natural increase in performance of the business office is included in the public account part of the business department, and the increase in credit customer marketing in the business department is included in the public account part of the business department.

2. Evaluation indicators and calculation methods

(1) Pay the part separately and give priority to the evaluation. In principle, the total amount is controlled at 10-20% of the performance

Within this period, the assessment team may make corresponding adjustments based on the actual situation.

1. For items that are separately priced and assessed by the branch (bank cards, POS, online banking, Alipay, etc.), the branch calculates individual performance based on branch prices;

2. Selection of model workers every quarter Two (one each from the sales department and sales department), one service star, two marketing stars, will be awarded individually

3. For individuals who participate in the competitions and examinations at the superior level and get the top three, they will be awarded individually award.

(2) Performance marketing and maintenance (accounting for 30%).

Divide the performance into two sub-projects: marketing and maintenance. After verification, it is indeed through personal efforts to market deposits, bank cards, POS machines, etc., and record them as personal marketing projects through branch public relations or business relationships. Marketing deposits, bank cards, POS machines, etc. will be included in personal maintenance projects after being assessed by the assessment team based on individual efforts.

1. Deposit Marketing

Personal deposits are assessed in two parts: stock and increment. The stock refers to the sum of the balances under the individual's name at the end of the three months of the quarter divided by 3, accounting for the total bank balance. Ratio, this part accounts for 10% of the entire performance. Increment refers to the increase in the average daily deposit balance under an individual's name in this quarter compared with the average daily deposit balance under an individual's name in the previous quarter. The positive part accounts for the proportion of the whole bank, and this part of the performance accounts for 20%. The payroll of credit customers is credited to the individual's name at 30% of the payment amount.

1. Calculation of stock wages

Stock wages = ∑ Efficiency wages × 10% × one person’s ending balance and employee’s total amount at the end of the period

2. Calculation of incremental wages:

Incremental salary = ∑ Effective salary × 20% × Someone’s average daily increment balance Total average daily increment of employees

(3) Two departments are assessed separately (accounting for 10 %).

10% is deducted from the total performance salary as the assessment data of the two departments. The sales department is assessed based on teller business volume, service attitude, marketing skills and other indicators; the business department is assessed based on the number of credit customers maintained. , credit customer settlement volume, agency salary payment and other indicators will be further refined and quantified, and at the same time, this part will be used to make up for the parts that cannot be covered by the branch assessment.

(4) Comprehensive evaluation (40%).

All employees are democratically evaluated from the aspects of responsibility awareness and behavior, service awareness and behavior, marketing awareness and behavior, labor discipline, etc., based on a hundred-point system, all employees participate in scoring, and the assessment team is responsible for organizing and calculating scores and announced.

Democratic evaluation salary = effectiveness salary × 40% × evaluation score ÷ 100

3. Others

(1) Assessment method publishes personal performance data on a monthly basis, Conduct quarterly (or half-yearly) comprehensive assessments to assess individual performance.

(2) The president in charge shall implement the assessment work well and ensure the completion of various task indicators. If there are errors in the business if the tasks in charge are not up to standard, the assessment shall be carried out according to this examination method and penalties shall be imposed according to the rules and regulations. .

(3) For employees who achieve outstanding results in activities organized by their superiors, individual rewards will be given after comprehensive evaluation by the assessment team.

(4) If there is a large gap between the personal assessment data calculated according to these methods and the individual's actual performance and personal performance, the assessment team has the right to make adjustments after confirmation.

(5) This method will be interpreted by the performance appraisal team of Shanxian Branch and will be implemented since xx. ;