近年来，金融市场竞争日趋加剧，面对复杂多变的市场环境，如何保持现有 客户存量，拓展新的客户增量，加快战略转型升级，对银欧亿·体育（中国）有限公司特别是中小银行来 说意义重大。客户经理作为商业银行的核心业务条线，其工作质效水平关乎到银 行的可持续发展，加强该群体的绩效管理，是现代银行管理的重要部分，也是促 进银行战略转型发展的内生动力。 本文开展了对SN农村商业银行客户经理群体及其绩效管理的综合分析，做 足准备工作，设计了有针对性的问卷，结合实地走访、座谈了解等，认为该行客 户经理现有绩效考核模式、绩效计划的制定、反愧应用等环节均存在一定问题。 以问题为导向，引入了新的绩效考核方法，即平衡记分卡，将绩效考核与银行愿 景目标紧密结合起来。平衡记分卡的设计采用分层设计思想，并按照四个维度进 行分解，建立起总行层面、支行层面、客户经理个人层面三层指标体系，重中之 重在于考核指标的分解和指标权重的设置，其中使用到战略中的SWOT分析、基 于因果关系的鱼骨图分析、不同层级间因素权重设置的层次分析法等，力求使平 衡记分卡的设计更为科学合理。然后，以新设计的平衡记分卡实施为例，渗入绩 效管理的其它内容，特别针对该行在绩效管理中的薄弱环节，强化绩效计划、沟 通和反馈，注重对绩效考核结果的综合应用，形成一个持续的动态循环系统。 本文对SN农村商业银行客户经理绩效管理体系的优化研究，摒弃了以往绩 效考核过程中对单一财务数据的过于重视，从银行实际出发，建立起以银行战略 目标为导向的绩效考核方法，并强调内与外、质与量、不同维度间的相互平衡， 具有较强的实用性和针对性。同时更加注重绩效的全过程管理，特别加强绩效的 计划反馈及实际运用。这对促进该行客户经理全面发展，提升银行管理执行水平， 最终实现银行战略目标具有重要意义。 关键词：银行；客户经理；战略；绩效管理；平衡记分卡 II Abstract Inrecentyears,competitioninthefinancialmarkethasbecomeincreasingly fierce.Facingthecomplexandchangeablemarketenvironment,howtomaintainthe existingcustomerstock,expandnewcustomerincrementandacceleratethestrategic transformationandupgradingisofgreatsignificancetothebankingindustry, especiallythesmallandmedium-sizedbanks.Asthecorebusinesslineofcommercial banks,thequalityandefficiencylevelofcustomermanager'sworkisrelatedtothe sustainabledevelopmentofbanks.Strengtheningtheperformancemanagementofthis groupisanimportantpartofmodernbankmanagement,anditalsopromotesthe endogenouspowerofthestrategictransformationanddevelopmentofbanks. Thispapermakesacomprehensiveanalysisofthecustomermanagergroupand itsperformancemanagementofSNRuralCommercialBank,madesufficient preparations,designedatargetedquestionnaire,combinedwithfieldvisits,discussion andunderstanding,etc,itisbelievedthattherearesomeproblemsinthecurrent performanceappraisalmode,formulation,feedbackandapplicationofperformance planofthebank'scustomermanager.Fromthepointofviewoftheproblem,anew performanceappraisalmethod,thebalancedscorecard,isintroduced,whichcombines theperformanceappraisalwiththevisionandgoalofthebank.Thedesignof BalancedScorecardadoptstheideaofhierarchicaldesign,anddecomposesaccording tofourdimensions,establishingthree-tierindexsystematthelevelofheadoffice,sub branchandcustomermanager,themostimportantthingistodecomposethe assessmentindicatorsandsettheweightoftheindicators,includingSWOTanalysis usedinthestrategy,fishbonediagramanalysisbasedoncausality,analytichierarchy processforsettingtheweightoffactorsbetweendifferentlevels,etc,strivetomake theBalancedScorecarddesignmorescientificandreasonable.Then,takethe implementationofthenewlydesignedBalancedScorecardasanexample,penetrate intoothercontentofperformancemanagement,especiallyfortheweaklinkofthe bankinperformancemanagement,strengthenperformanceplanning,communication andfeedback,payattentiontothecomprehensiveapplicationofperformance assessmentresults,andformacontinuousdynamiccyclesystem. Thispaperstudiestheoptimizationoftheperformancemanagementsystemof thecustomermanageroftheSNRuralCommercialBank,abandoningthepast situationthattoomuchattentionwaspaidtosinglefinancialdataintheprocessof performanceappraisal,Basedontherealityofthebank,aperformanceappraisal III methodguidedbythestrategicobjectivesofthebankisestablished,emphasizeson thebalancebetweeninternalandexternal,qualityandquantity,andbetweendifferent dimensions,whichhasstrongpracticabilityandpertinence.Atthesametime,pay moreattentiontothewholeprocessmanagementofperformance,especially strengthentheplanfeedbackandpracticalapplicationofperformance.Thisisofgreat significancetopromotetheoveralldevelopmentofthebank'scustomermanagers, improvethebank'smanagementandimplementationlevel,andultimatelyachievethe bank'sstrategicobjectives. Keywords:bank;customermanager;strategy;performancemanagement;Balanced Scorecard. IV 目录 摘要…………………………………………………………………………………Ⅰ 目录…………………………………………………………………………………IV 图清单……………………………………………………………………………VIII 表清单………………………………………………………………………………IX 变量注释表…………………………………………………………………………X 1绪论............................................................................................................................1 1.1选题的背景.............................................................................................................1 1.2研究意义.................................................................................................................2 1.3论文结构及框架.....................................................................................................3 1.4论文研究方法与工具............................................................................................4 1.5论文创新点.............................................................................................................6 2国内外研究现状........................................................................................................7 2.1相关概念和理论基础............................................................................................7 2.2国外绩效理论研究现状......................................................................................10 2.3国内绩效理论研究现状......................................................................................10 3SN农村商业银行客户经理绩效管理现状及问题.................................................14 3.1SN农村商业银行基本情况.................................................................................14 3.2SN农村商业银行客户经理绩效管理现状.........................................................15 3.3SN农村商业银行客户经理绩效管理问卷调查.................................................24 3.4客户经理绩效管理问题分析..............................................................................27 4平衡记分卡的提出及设计......................................................................................30 4.1优化设计概述......................................................................................................30 4.2SN农村商业银行引入平衡记分卡的必要性与可行性.....................................30 4.3平衡记分卡的设计思路、原则..........................................................................33 4.4银行行级层面绩效考核指标构建......................................................................34 4.5支行层面绩效考核指标构建..............................................................................44 4.6客户经理层面绩效考核指标构建......................................................................45 5新考核方法的实施及绩效管理其它环节优化......................................................47 5.1新考核方法的实施..............................................................................................47 5.2实施的保障性举措..............................................................................................49 5.3客户经理绩效考核结果的综合运用..................................................................50 V 6总结与展望..............................................................................................................52 6.1论文的总结..........................................................................................................52 6.2存在的不足和展望.........................................