浦发银行春城分行理财经理绩效考核方案改进研究 现代管理理论与实践表明，对企业人力资源的有效管理有助于形成企业的 竞争优势。绩效管理作为现代人力资源管理的核心，是人力资源管理最重要的 工作之一。伴随着国内商业银行的对外开放以及银行间的竞争加剧，国内商业 银行正通过有效的绩效管理手段来提升银行的绩效水平。目前，部分商业银行 的绩效管理工作正从粗放型向精细化转变，旨在通过系统化、精细化的绩效管 理全面提升银行的业绩水平，增强银行核心竞争力。 本研究以浦发银行春城分行理财中心为例，通过对浦发银行春城分行的理 财经理的岗位职责及理财经理绩效考核现状的介绍，发现这一体系依然具有不 可回避的缺陷，具体表现为，财务指标考核迹象明显，非财务指标设计重视不 足；过分看重短期指标增长，忽视发展指标建设；侧重指标任务分解，缺乏员 工决策参与。这些不足将会成为员工继续努力提升个人能力及分行可持续又好 有快发展的瓶颈。 浦发银行春城分行的理财经理绩效考核之所以存在上述问题，其主要原因 可以从体制、观念以及机制设计等方面进行分析。从体制上来看，浦发银行春 城分行的整体战略思想还存在着计划经济体制的影子。从观念上来看，分行的 部分领导及员工片面的认为绩效考核只是一种利益分配的工具。从机制设计方 面看，考核目标的确定不够合理。 根据对浦发银行春城分行绩效考核体系的分析，笔者基于浦发银行春城分 行的发展战略目标，对浦发银行春城分行理财经理的绩效考核方案进行了改进 设计。改进方案的设计原则主要遵循战略导向、价值牵引的原则；同时遵循结 果导向、过程控制的原则；然后遵循可行性、实用性的原则；最后遵循动态管 理、持续改进的原则逐步提升理财经理及理财中心的绩效。根据以上的设计原II 则，本文提出的设计思路为运用 KPI 建立指标体系，实现绩效管理的循环改进 体系，通过有效沟通，提升绩效管理水平，扩展绩效考核结果的用途。 浦发银行春城分行理财经理的绩效考核借鉴了平衡计分卡思路，从财务、 客户、流程、学习与创新等维度设定关键考核指标，动态平衡地衡量理财经理 的综合表现。作为现有绩效考核的必要补充，360 度体系可以从多个视角对员工 进行综合考评，使考评结果公正而且全面。 好的绩效考核方案需要强有力的保障措施，浦发银行春城分行专门成立绩 效考核领导小组，下设绩效考核办公室，具体由人力资源部牵头，由理财中心 承担直线考核职能。现有的考核执行步骤依据实现先后顺序分为，绩效计划、 绩效实施、绩效考核、绩效反馈及考核结果的应用五个方面。根据 A→B→A 的 模式，本文建立了理财经理绩效考核的循环改进程序，推进理财经理及企业的 长期发展目标。 浦发银行正处在积极改革银行的管理和服务以适应不断变化的市场和经济 全球化的时期。绩效管理作为现代人力资源管理的核心，成为形成企业的竞争 优势的重要砝码。本文基于对现有绩效考核中产生的问题的详细分析，通过对 现有的平衡积分卡的业绩评价工具的优化，为浦发银行春城分行建立了一套比 较完整的绩效评价体系，为其改善绩效评价，实施战略计划，提升长期核心竞 争力提供借鉴方法和操作工具。绩效考核改进方案的具体效果有待实践检验， 其评价模型将是本人的进一步研究方向。 关键词，理财经理 ，平衡积分卡，绩效考核III Abstract Research on Improving Performance Appraisal Program of Financial Manager in Shanghai Pudong Development Bank Chuncheng Branch Modern management theory and practice show that the enterprise will help the effective management of human resources in the formation of a competitive advantage. Performance Management as the core of modern human resources management, human resource management one of the most important. With the opening up of domestic commercial banks and increased competition among banks, domestic commercial banks are through effective performance management tools to enhance the bank's level of performance. Currently, some commercial banks are from the performance management of the extensive changes to the fine, is designed to systematic, fine comprehensive performance management to enhance the level of banking performance, enhance its core competitiveness. In this study, take Chuncheng Branch Banking Centre Shanghai Pudong Development Bank for example, I introduce the Shanghai Pudong Development Bank Chuncheng branch of the financial manager of the job responsibilities and the status of financial managers’ performance appraisal, the system has some problems that can not be evaded, focus on obvious signs of financial index examination, lack of inadequate financial indicators; focus on value short-term indicators growth, ignoring the development of indicators building; focus on indicators of task decomposition, lack of staff participation in decision-making. Shanghai Pudong Development Bank Chuncheng branch of the financial manager of performance appraisal exists the problem, largely from the system design concepts and mechanisms were analyzed. From the institutional perspective, the overall strategic thinking still has the shadow of the planned economy. From theIV perception point of view, the branch part of the leadership and staff thought that the performance appraisal is only a tool for the distribution of benefits. From the mechanism design perspective, it is not a reasonable assessment to determine goals. Based on performance appraisal system analysis, the author based on the development of Shanghai Pudong Development Bank Chuncheng branch of the strategic objectives, combined with the operational status of financial centers of Shanghai Pudong Development Bank Chuncheng branch manager, financial management has improved performance appraisal program designed to more in line with Shanghai Pudong Development Bank's strategic objectives, so as to enhance and bank's competitive edge. Improve the program design is guided by the principles of strategic orientation, the value of the principle of traction; also follow the results-oriented, process control principle; and then follow the feasibility, practicability of the principles of comprehensive evaluation of financial managers of work; last follow dynamic management, continuous improvement manager for the principle of gradually upgrading the financial performance and financial center. According to the above design principles, the proposed design ideas for the use of KPI index system is established to achieve improved system performance management cycle, through effective communication, improve performance management, expand the use of performance appraisal results. Chuncheng branch manager of Shanghai Pudong Development Bank financial management performance assessment scorecard ideas borrowed from the financial, customer, processes, learning and innovation to set the dimension key evaluation indicators to measure dynamic equilibrium of the consolidated performance of money managers. As a necessary complement to the existing performance appraisal, 360° system, staff from many perspectives in a comprehensive evaluation. Good performance appraisal program requires strong safeguards to ensure theV implementation of performance appraisal. Shanghai Pudong Development Bank Chuncheng branch has set up a performance appraisal leading group consists of performance appraisal office, specifically by the Human Resources Department, complaints received by the financial center assessment assume linear functions. Assessment based on existing steps to achieve the order is divided into: performance planning, performance implementation, performance evaluation, and performance feedback and evaluation results of the application of five. According to A → B → A of the model, this paper establishes the cycle of financial managers to improve performance appraisal procedures to promote the long-term financial managers and business development goals. Shanghai Pudong Development Bank is in the active management and reform of the banking services to meet changing market and economic globalization period. Performance Management as the core of modern human resources management, the formation of a competitive advantage to become an important weight. This article is based on the existing performance appraisal issues arising in the detailed analysis, through the balanced scorecard on the existing performance evaluation tools optimized for the Chuncheng Branch of Shanghai Pudong Development Bank established a relatively complete performance evaluation system to improve its performance evaluation, implementation of the strategic plan to enhance the core competitiveness in the long-term refere