Realization of performance indicators with a quantitative and qualitative approach and function is a move in the direction of productivity

According to Iran Economist, Saeed Maadi, Deputy Managing Director of Cooperative Bank, stated in the training workshop of the bank’s headquarters and provincial managers in Mashhad, the executive units of the bank, including branches and provincial managements, are evaluated through the review and measurement of several performance indicators. become
He added: Equipping resources, the growth of cheap resources, the ratio of expenses to resources, granted facilities, the amount of issued guarantees, extended guarantees and issuance of letters of credit, collection of non-current facilities, reduction of NPL index, earning joint and non-joint income are among the indicators. which is measured and analyzed in the evaluation process of the provinces.
Maadi pointed out: Four situations can be seen in the performance review of the provinces, the first category of provinces that have a constant positive or negative rhythm in the implementation of the plan, the second category of provinces that have ups and downs in the implementation of the program and cannot be considered a constant state. In them, he observed that the third category of provinces that have a stable functional situation and a certain rhythm and find a decrease in performance in a period of time, and the fourth category has an inappropriate and unbalanced situation and benefits from a growing situation at a point in time. become
Deputy Managing Director of Tehseh Cooperative Bank emphasized: Sometimes it has been observed that the province has benefited from a good situation in two or more indicators and has performed poorly in some indicators and has not been successful in realizing the announced plan related to those indicators, which shows the focus It is mostly based on two or more indicators and neglecting the rest of the indicators and the capacity and potential of the internal and external environment.
Maadi stated: In the classification of the factors affecting the non-fulfillment of the plan by the provinces, some internal and external factors can be extracted. He explained: In examining internal factors, issues related to human resources including appointments, management, decision-making, relevant and effective training, creating internal and external motivation in provincial colleagues, developing organizational culture, processes, instructions, monitoring and control. It can be designed.
Regarding the external factors, Maadi pointed to the conditions governing the monetary and banking market and the macro economy.

Pointing to the importance of transformation in the continuation of the bank’s movement, the vice president of the Cooperative Bank said: transformation is the result of gradual changes and organizational measures in line with the realization of predetermined goals and plans, and it is necessary to achieve this goal by providing arrangements and preparations and adopting key issues such as Professional ethics, building trust, having a strategy, program-oriented approach, approach and working on team work, correct use of resources and facilities, and creating an attractive work environment for employees are considered solutions for transformation. He considered it important and said: the provinces that have the right situation both in the direction and in the movement enjoy efficiency, effectiveness and productivity. Considering the mission, goals, capabilities, capabilities and advantages of the bank is an important principle and added: choosing a purposeful direction and path combined with mobility and a program-oriented approach are two factors of success for banking business.
Maadi considered the adoption of a two-pronged strategy, which considered having existing capacity and capabilities on the one hand, and the approach of adopting capacity and innovation with the aim of creating an advantage, as the components of the bank’s movement towards transformation.
Maadi considered it important to adopt the strategy of opportunity and two-sided ability in the provinces and said: In this strategy, creating a balance between exploiting the existing capacity and potential and exploration with the approach of creativity and innovation in order to create a competitive advantage is emphasized.