在企業金融中心裡,要擁有高素質授信人員的第一步,就是要個別找到最優秀的授信人員,使其成功為銀行招攬企業授信戶,幫助銀行賺取利息,最後並收回全部債權,過去企業金融中心傳統授信人員大多強調在放款業績的數字成長,而關鍵績效指標(KPI)將促使企業金融中心裡每位授信人員的績效必須要能夠幫助公司達成策略目標。 本論文藉由「個案研究」的方式,以個案C銀行企業金融中心授信人員為研究對象,藉由深入探討銀行使用不同的招募來源與方法所遴選的授信人員,是否能有效率的執行銀行對授信人員所訂的KPI,及在實施KPI績效評估方式後所產生的問題。 個案銀行在亞洲金融風暴之後至今,近幾年來在金融市場上風波不斷,除了以人力銀行網站、公司網站、或同事推薦的方式對外招募授信人員外,其餘對外招募方式幾乎停滯;在行內亦疏於對授信人員持續培訓。在外資入主個案銀行後,如何重新去對外招募遴選並對內補強授信人才的斷層,會關係到該銀行的長期發展和持續的競爭力。
In corporate banking, the first step to have high quality of crediting officers is to recruit the best crediting people who can successfully help bank to solicit corporate accounts, earn interest, and eventually collect back all the credit rights. In the past, the crediting staff was traditionally focusing on the growth of crediting volume, KPI, Key performance Indicator, is to ensure the crediting officers’ performance to achieve bank’s strategic goals. My essay takes “Case Study” approach, studying the crediting officers in the corporate banking center of Case-Bank C. By deeply research whether those people recruiting from different recruiting resources and selecting approaches are able to efficiently perform the KPI set by Bank, and the problems generated after implementing the KPI performance assessment. Since the Asian financial crisis till now, the financial market is still in unstable condition. Bank C recruited crediting officers only from human resource website, company website, and colleague recommendation, almost no new resources are created; In the meanwhile, internal training is also insufficient for crediting staff. After the foreign capital took over Bank C, how to recruit new blood and enhance the capability of existing staff to eliminate the gap is critical to Bank-C’s long term development and competition.