How to strengthen the construction of loan officers? (below)

Expert opinion: It is an eternal topic for Du Chongdong to establish a training system centered on posts and grades. An excellent team of loan officers is the product of prudent management concept, detailed and complete operating standards, performance appraisal and continuous training. Carrying out the prudent management concept of moderate risk and moderate return is the basic principle followed by any prudent commercial bank, and it is also the core and key principle of operating credit business. In the process of handling credit business, there are differences among customers, regions and industries, and the economic environment is constantly changing. The principle of moderate risk and moderate return is the ultimate standard for loan officers and management to judge whether to accept customer applications and issue loans. The principles of moderate risk and moderate return mean that there is no accident, that is, commercial banks have obvious preference for the stability and predictability of operating results, but oppose unfounded fluctuations, unprincipled opportunism and "luck psychology". This principle has a strong constraint on the management objectives of credit business (whether profit, rate of return, business volume or quality). Imagine that 5% and 3% credit asset returns, 10% credit asset growth rate, and 5% credit asset growth rate will make grassroots credit personnel bear completely different pressures, resulting in great differences in their business and business handling behavior. If the goal of credit business is set too high, loan officers can only accept or passively accept high-risk projects in order to pursue high returns or high output. Therefore, the passivity of the loan officer's behavior, to a certain extent, is pressed out by the credit management objectives. Therefore, whether the management's business objectives reflect the reality of economic growth and follow the principle of matching risks and benefits is directly related to whether grass-roots loan officers develop in the direction of "good" or "bad", which is the path-dependent feature of loan officers' behavior or quality. From the practical experience of commercial banks, senior credit managers are generally required to have two loan cycles of loan experience, which is also the best annotation to this concept. There is an old saying in China: There is a good man in the world, and the next one has nothing. This sentence brilliantly summarizes the role of credit business management concept and management behavior in the construction of loan officers. Adhering to moderate risks and moderate returns is one of the necessary conditions for building an excellent team of loan officers. First, it is necessary to provide loan officers with detailed, comprehensive, operational and guiding operational standards for handling business, because it is unrealistic and unfair for each loan officer to ponder and study the principled provisions. The operating standard is a detailed version of the regulatory principles of the regulatory authorities, the business philosophy of commercial banks' credit business and internal rules and regulations. It is compiled by credit business managers, covering every link and step of pre-lending, in-lending and post-lending treatment. They are the processing standards for each specific loan business in each credit product line, one of the best guidelines for credit business compliance, and the basis for credit personnel to conduct due diligence and compliance. Second, implement effective performance appraisal. Performance appraisal is the result consideration that matches the operation standard. The core factor of performance appraisal is the risk-adjusted return on capital, that is, the income generated by loan officers is revised according to expectations, unexpected loss and capital occupation, so that the business handling behavior of loan officers is consistent with the long-term development goals of commercial banks, and the performance consideration among loan officers is as fair and objective as possible. Excellent loan officers should create the best benefits for banks after considering their operational risks. In practical work, the loan quantity, loan balance, loan spread income, the existence of non-performing loans and the amount of non-performing loans are all normal assessment indicators, which may be given different weights in the assessment, but the shortcomings of these assessment indicators are: with the passage of time or different assessment cycles, the assessment results are quite different, which is easy to induce short-term behavior. Establishing and perfecting the training system and continuous training for loan officers is an important measure for the growth of loan officers. Therefore, it is necessary to establish a training system centered on the position and level of loan officers. Only by taking the post as the core can the training be targeted and applicable. The level of loan officers is different. For example, the training content of new loan officers is very different from that of employees who have been engaged in credit for three years. The training of the former is an entry-level training, focusing on the understanding of business and the grasp of operating standards, while the training of the latter is to solve the problems encountered in actual business, enhance their understanding of business, products and systems, and then grasp the key links and points of business more accurately. To build an excellent team of loan officers requires an excellent team of internal trainers. Internal trainers should be selected from excellent loan officers. There are three keys to the construction of internal trainers: first, they have actually done it and are proficient in credit business; Second, he can teach, be familiar with the laws and arts of adult education and be skilled in using them; Third, there must be at least no less treatment than engaging in credit business. Actual combat training is a better form of training. The People's Bank of Indonesia is equipped with an inspector for every four outlets. Generally, these inspectors have worked for more than 10, engaged in all the work of grassroots outlets, and are experts in grassroots credit business. Inspectors should check the outlets they are responsible for every month, find out the problems and puzzles existing in the business of grass-roots loan officers in time, and analyze and solve these problems with loan officers. This way of training loan officers in actual combat is very popular and effective, which is worth learning. Hunan Post Training Center trains Guo Junjie, the Finance Teaching and Research Group of the Ministry of Education: Firmly establish risk awareness. In the credit business, the loan officer plays an important role in the three links before, during and after the loan. To strengthen the construction of loan officers, we should do the following: First, firmly establish risk awareness and improve the ability to deal with credit risks. As "people who deal with the devil (risk)", credit personnel must establish a sense of risk prevention, strictly abide by the requirements of business system, and implement risk prevention in every detail of credit work. Second, keep training and learning, master business knowledge, and accumulate industry knowledge and social knowledge. "To become a lending machine, you must first become a learning machine." Before engaging in credit work, credit personnel must undergo systematic business training and be required to hold relevant certificates. Only through systematic and solid training can we lay a solid foundation for engaging in credit work. In addition, if a loan officer wants to do a good job in credit business, he needs to dabble in rich industry knowledge and master enough industry information, so as to improve his judgment and sensitivity and be comfortable in all aspects of credit business. Third, establish the lofty quality of dedication and selfless dedication. Credit personnel should bear in mind the "eight prohibitions" of postal savings credit, be honest and trustworthy, be honest and self-disciplined, be hard-working and love credit work. Xiong, General Manager of Credit Business Department of Hubei Branch of Postal Savings Bank: To comprehensively promote the construction of loan officers, we must combine internal and external factors, treat both the symptoms and root causes, and do the following work step by step: strengthen the construction of corporate culture and improve corporate cohesion. It is necessary to gradually change the employment system of loan officers, increase the transfer of excellent loan officers, gradually change the identity of loan officers and enhance the sense of ownership of loan officers; Through the construction of corporate culture, we should improve the loyalty and sense of responsibility of credit personnel and enhance the cohesion and combat effectiveness of enterprises. Strengthen training and improve comprehensive ability. It is necessary to strengthen ideological and moral education, strengthen the study and training of business skills, and strengthen the training of professional knowledge such as law, finance and finance for credit personnel. Improve the assessment and establish a reasonable incentive mechanism. According to the profit rate, workload and risk of different credit products, we should comprehensively formulate corresponding performance appraisal methods to protect the vital interests of credit personnel. At the same time, we should not overemphasize material incentives and ignore spiritual incentives. Introduce internal competition and implement the elimination system. Introducing the last elimination mechanism in the management of loan officers, so that account managers can fully participate in the competition and form a good internal competitive atmosphere. Improve post checks and balances and improve accountability. Strengthen the research on post functions, clarify the responsibilities of each post, improve the checks and balances mechanism between posts, and ensure that loan officers perform their duties in a down-to-earth manner; Establish an accountability mechanism of "duty exemption and dereliction of duty". Strengthen internal and external supervision and guard against credit risks. On the one hand, it is necessary to strengthen internal business inspection and personnel investigation, find the abnormal behavior of credit personnel through abnormal business, carry out targeted personnel investigation, and find internal credit risk and moral hazard in time; On the other hand, it is necessary to improve the external supervision and reporting mechanism. Chen Shibin Ji 'an Branch of Postal Savings Bank: Establish four mechanisms for the construction of loan officers. In my opinion, we should make a long-term training plan and establish four mechanisms: First, establish a loan officer selection mechanism. Grass-roots units should focus on ensuring good access, and give priority to selecting employees with high quality, strong sense of responsibility, dedication and good conduct to supplement the credit team to ensure the vitality and combat effectiveness of the credit team. The second is to establish a long-term and effective training mechanism. County branches should establish a credit knowledge training mechanism, regularly carry out credit business training, and city branches should carry out inspection, testing and appraisal activities on the learning and training effects. At the same time, actively set up a team of trainers in the city (including trainers from loan officers, approval, credit management and other aspects). ), and regularly to the county branch to train loan officers, to further improve the comprehensive quality of loan officers. The training content of the loan officer team should focus on business knowledge training and professional ethics training. The third is to establish and improve the evaluation mechanism. It is necessary to incorporate the professional knowledge level, personal performance, comprehensive performance at ordinary times, customer evaluation and other indicators of credit personnel into the assessment system, conduct regular assessments, establish a mechanism for eliminating credit teams, and remove credit personnel with poor credit performance, poor loan quality, poor work quality and unhealthy ideology and morality from the credit team to maintain the purity and combat effectiveness of the credit team. The fourth is to establish a loan officer reserve mechanism. Organize excellent branch presidents, account managers and employees with college education to learn credit knowledge, and practice with followers, so that employees of the whole bank can gradually understand credit knowledge and participate in credit publicity, and reserve resources for the team of loan officers. Xu Guangli, post office of Lujiang County, Anhui Province: To select good people and build a good team of loan officers, we should start with the following points: First, do a good job in training. Learning is the most precious wealth. The loan officer must master all the businesses operated by the Postal Savings Bank by learning and keep every business in mind, so as to answer customers' inquiries in time at work. Second, we should do a good job in etiquette training. As the window of postal savings bank's external service, loan officers go out to communicate with customers every day. Every word and deed and every move are crucial, and a civilized and polite attitude can often win customers directly. Third, choose the right person. People's quality, quality, self-cultivation and moral character should be comprehensively evaluated, so that it is better to lack than to abuse. Only in this way can we build an elite team of loan officers. Hu Jianguo, President of Handan Branch of Postal Savings Bank: Paying equal attention to material incentives and spiritual incentives to improve the comprehensive quality of credit personnel involves ideological and moral education, legal and regulatory training, professional skills training, business knowledge learning, behavior norms and constraints, supervision mechanism constraints, corporate culture construction and many other aspects. However, "cultivating values" and "paying equal attention to material incentives and spiritual incentives" are the fundamental ways to improve the quality of credit personnel. Of the two, "the cultivation of values" is decisive. Adhering to the principle of ideological education with the cultivation of values as the core content is the fundamental prerequisite for improving the quality of credit teams. Without this premise, all laws and regulations training, knowledge training and skills training can't have the due effect. On the contrary, only by adhering to this premise can loan officers truly establish correct values and other ways and means can effectively play their due role. Adhere to the principle of paying equal attention to material incentives and spiritual incentives. Improving the quality of credit personnel must be based on people-oriented management. Credit is a risky occupation, so the salary of loan officers should be slightly higher than other positions accordingly. However, this slightly higher return is directly proportional to the performance and inversely proportional to the overdue or non-performing rate of credit. However, the return may not be directly proportional to the enthusiasm. Because people's desires are endless. What can make loan officers generate lasting motivation can only be spiritual encouragement. Therefore, while not giving up material incentives, we must pay attention to the spiritual encouragement of credit personnel, including public praise, advanced appraisal, political treatment, etc., so that employees can get psychological satisfaction, which is also a full affirmation of their own value. Li Haigang, Weifang Branch of Shandong Postal Savings Bank: The construction of the credit team rooted at the grassroots level should firmly grasp the characteristics of the credit industry, that is, the team is relatively young, the output efficiency of the team units is uneven, and the grassroots level is rich in experience. Generally speaking, it is to cultivate their spirit of loving the grassroots and sincerely willing to serve at the grassroots level. To do a good job in building a contingent of loan officers, especially microfinance practitioners, we should seek truth from facts and make long-term plans: First, cultivate their grassroots service consciousness of being willing to contribute and bear hardships and stand hard work. Credit practitioners often need to come and go in the rain. For college graduates who have just joined the work, they may have a big gap with their job-hunting vision at school, but they are also more flexible. Therefore, they should keep their feelings and careers. The second is to improve their moral cultivation and strengthen the study of relevant policies, laws and regulations. Efforts should be made to improve credit analysis technology and credit decision-making technology, improve their ability to identify credit risks, and improve the quality of lending. At the same time, correctly understand and handle the relationship between business development and risk prevention and control, and overcome various psychological obstacles. The third is to maintain the stability and continuity of this team. As a team of account managers, loan officers can only achieve good performance and bring greater results if they are stable and secure. This requires a variety of comprehensive supporting mechanisms in place, an incentive assessment system, a person in charge of the post, optimization of front-line and middle-and back-office staffing, and the best efficiency of credit acceptance and approval. Zhu Xinxiang, former director of the post office of Yihuang County, Jiangxi Province: Pay attention to "two before and one after". In strengthening the construction of loan officers, we should pay attention to "two front and one back". Check before use. That is, before the loan officer takes up his post, he will be inspected in terms of ideological quality, cultural quality and communication skills through diagnostic tests and examinations to ensure that he can adapt to the work requirements after taking up his post. Pre-job training. In other words, after the appointment is confirmed, we should strive to improve our professional quality through pre-job training. It can be sent to a professional class organized by a superior bank for training, or it can be trained by competent people of our bank to help them quickly enter the role and carry out their work smoothly after taking up their posts. Post charging training. That is to say, according to their job performance, shortcomings and so on. After taking up the post, arrange charging training to further improve their professional ability and quality, so as to better meet the needs of loan officers. Xu Qiyong, General Manager of Credit Business Department of Xiamen Branch of Postal Savings Bank: We should build a scientific team. At present, some practices of building a team of loan officers in some places are debatable. The author believes that building a team should be scientific. First, don't puffing agent, don't ripen agent, let them grow by themselves. Loan officers, like doctors, have an objective growth process. At present, our leaders at all levels have not given them the necessary growth time and process at the stage of pushing people away rather than pushing them away. Second, we do not advocate "five plus two" and "white plus black", but relax and let them grow up happily. Credit culture is a scientific, sustainable and inheritable concept. After three years of business development, do you still need this extensive management method? There have been too many phenomena, such as paying too much attention to loans and neglecting management, which has caused job burnout and buried many hidden dangers. This year, our branch cancelled the overtime assessment. What we need is a strong team of loan officers with no overdraft. The third is to strengthen the sense of belonging, accomplishment and gap of loan officers. Our branch has set up teams according to the types of loans, and three teams have been set up for second-hand mortgages. Novices have mentors and multiple job training opportunities, from easy to difficult, from low risk to high risk, to enhance confidence and overcome the fear of loans. Assigning posts to the team can achieve results faster; Organize quarterly competitions, with only prizes and no punishment. At the same time, organize some key positions to sign key business responsibility letters, with clear rewards and punishments. Organize the evaluation of the top ten loan officers in the whole bank, praise more and criticize less, praise is not too late, and reward is not for weeks, so that young people often have a sense of accomplishment. Of course, there is still a gap between them and other employees in theory, but it is more important to create a gap around them and give them goals and references. Fourth, leaders at all levels should have a scientific concept of business credit. Efficient business is often regarded by leaders at all levels as a business that must be bigger and stronger, but it often turns into uncontrolled development without support in place and beyond the ability of the organization. Therefore, this year, the head office controlled the credit line, and the credit line was almost applauded. Finally, rest and supplement, strengthen management.