在中国金融体系改革不断深化的背景下，中小商业银行面临着日益激烈的市场竞争压力，尤其是人力资源管理和业务拓展方面的挑战。普惠金融客户经理作为银行业务发展的重要推动者，其绩效考核的科学性和公平性直接关系到银行的业务拓展和战略目标的实现。本文以Y农商银行普惠金融客户经理的绩效考核为研究重点，通过现状分析、问题总结、优化方案设计以期提高考核的科学性、公平性和激励效果。

首先对绩效考核的主要概念与相关理论进行了梳理，为后文的分析奠定了理论基础。随后对Y农商银行及其普惠金融客户经理的绩效考核现状进行了分析，通过设计并发放问卷收集了全行120位普惠金融客户经理对绩效考核指标、考核过程、考核结果的运用等方面的意见。结合访谈所获取的信息总结出目前存在考核指标设置不全面、考核过程缺乏透明性和公平性、考核结果运用不合理等问题，并进一步分析了所存问题的成因。在以上分析的基础上明确了具体的优化思路；构建了包括业务发展、客户管理、风险控制、内部管理与合规、学习与成长以及团队合作等六个方面的考核指标体系，并设计了指标的权重；通过引入阶段性考核面谈机制、健全考核申诉反馈机制等方面对考核过程进行优化；从职级晋升、末位淘汰、评先评优几方面提出了考核结果应用的优化方案。为保证优化方案的有效实施，本文提出了包括组织保障、制度保障和技术保障在内的综合措施。

通过这些综合措施的实施，通过持续的反馈和改进机制，优化后的绩效考核不仅增强了客户经理的工作积极性和整体业务水平，还为银行的长远发展提供了有力支持。

Under the background of the deepening reform of China's financial system, small and medium-sized commercial banks are facing increasingly fierce market competition pressures, especially in terms of human resource management and business expansion challenges. As an important promoter of banking business development, the scientificity and fairness of the performance appraisal of inclusive finance customer managers are directly related to the bank's business expansion and the realization of strategic goals. This paper focuses on the performance appraisal of the customer manager of Y Rural Commercial Bank, and aims to improve the scientificity, fairness and incentive effect of the appraisal through the analysis of the current situation, the problem summary and optimizing the scheme design.

Firstly, the main concepts and related theories of performance appraisal are sorted out to lay a theoretical foundation for the subsequent analysis. Then, the current status of performance appraisal at Y Rural Commercial Bank and its inclusive finance customer managers is analyzed. By designing and distributing questionnaires, opinions from 120 inclusive finance customer managers across the bank on performance appraisal indicators, appraisal process, and the application of appraisal results are collected. Combined with the information obtained from interviews, it is concluded that there are issues such as incomplete setting of appraisal indicators, lack of transparency and fairness in the appraisal process, and unreasonable application of appraisal results. The causes of these problems are further analyzed. Based on the above analysis, the specific optimization ideas are clarified; a performance appraisal indicator system including six aspects such as business development, customer management, risk control, internal management and compliance, learning and growth, and team cooperation is constructed, and the weights of the indicators are designed;

optimize the assessment process by introducing the phased assessment and interview mechanism and improving the assessment, appeal and feedback mechanism; optimize the application of the assessment results from rank promotion, elimination, and evaluation. In order to ensure the effective implementation of the optimization scheme, this paper proposes comprehensive measures including organizational guarantee, system guarantee and technical guarantee.

Through the implementation of these comprehensive measures, and through continuous feedback and improvement mechanisms, the optimized performance appraisal not only enhances the work enthusiasm and overall business level of customer managers but also provides strong support for the long-term development of the bank.

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