Problems of incentive mechanism in China's insurance industry and its analysis
China's insurance industry has less effective human resources
The effective human resources of an enterprise refers to the part of the enterprise's entire human resources that can be effectively utilized. If an enterprise has very good talents but does not utilize them, this is the enterprise's human resources, but does not constitute the enterprise's effective human resources. Expressed by the formula:
Effective human resources = human resources * utilization rate * utilization rate
Through the survey, 80% of the insurance industry practitioners are engaged in non-professional work, so it can be imagined how low the utilization rate of human resources. On this basis, if you want to improve the enterprise's effective human resources, in addition to training to improve its utilization rate, is to fully improve the rate of play of the staff, and this is an urgent need to establish an effective incentive mechanism to mobilize the staff's initiative, enthusiasm, so that the rate of play to reach the maximum, and ultimately to achieve the increase in effective human resources.
Think that as long as the establishment of the incentive system can achieve the effect of incentives
Through the market survey, China's insurance industry have established incentive system, but the effect is not ideal, this is the insurance industry in the incentive system exists in the most important problems. For example, a Chinese insurance company in 2003 in order to deepen the reform of the distribution system, rationalize the income distribution gap, mobilize the enthusiasm of the staff, motivate the staff, the salary structure of the staff is set as follows: job salary + performance salary + additional salary + bonus. Only the performance pay part is changeable, but the coefficient of performance pay has been determined in advance, only the monthly assessment of those who fail, deduct their percentage points. However, the "appraisal work" is merely formalism. At the same time, due to the failure to establish a fair and reasonable value evaluation system, and strengthen the value evaluation system and the value of the organic linkage between the distribution system, did not allow employees to get a reasonable organizational return on high performance.
The belief that remuneration is the most effective factor in motivating employees
Need is the starting point of motivation, and employees in the insurance industry have tended to satisfy the need for money, so the impact of remuneration on the behavior of employees is reduced, but the company has not realized this. Due to the wrong understanding of the needs and values of employees, it does not realize the needs of employees for the improvement of personal ability, respect from others and society, sense of belonging to the organization, self-realization and many other aspects. Even if the salary has a certain incentive effect on the staff, then this incentive effect will be marginal utility decreasing trend. And the real incentive from a comprehensive, objective understanding of human needs to start.
Employees fail to receive rewards corresponding to job performance
Wages as rewards are PFU consequences. The expectation of receiving a reward is a motivating factor that drives employees to respond, but it is not enough to optimize their performance. Positive-Future-Certain (PFC) rewards will not have much effect on employees' daily behavior. Therefore, it is unlikely that a timed paycheck will optimize employee performance. However, wages can either help or hinder performance. Through surveys, when employees work, they expect to be fairly and competitively rewarded for their efforts. However, insurance company wage programs actually depress people's motivation to work.
Employees work hard but do not improve their performance
The distribution of their rights and responsibilities is not scientifically delineated because the company does not have a rational functional positioning at the management level. At the same time, the work procedures of the employees are not reasonable and their work duties are not clear, which all make the efficiency of the employees hindered. In addition, the allocation of human resources is not scientific, and there is no scientific staff quality assessment system.
China's insurance industry incentive mechanism countermeasures
Objective and comprehensive understanding of the needs of employees
Analysis of the needs of the employees of China's insurance companies at this stage and the corresponding incentive mechanism economic needs. In general, the economic needs of insurance company employees at this stage are mainly reflected in two aspects: on the one hand, wage income, including monthly (annual) salary, bonuses, dividends and bonuses, and other wage income such as various subsidies; on the other hand, a variety of welfare and security, mainly housing, pensions and medical care. Although both belong to the economic needs of employees, but when the enterprise's input is certain, there is a relationship between the two. Therefore, correctly recognize and deal with the relationship between the two, is the use of incentive mechanism is a very important issue. Personal development needs. For an insurance company employees, the reason why into such fierce competition and full of development space in the field, the desire to meet the self-development is very strong. This need for personal development is manifested in many ways, such as: personal performance breakthroughs, business skills acquired through different levels of continuing education and training, job promotion, various honors, recognition of the company's contribution, etc.. For insurance company employees, especially for a large number of young employees, the demand for development opportunities and space may be stronger than the economic needs, they are eager to accept a higher level of continuing education and training provided by the enterprise, in order to continue to grow their knowledge and skills, the desire for their own performance can be recognized in a wider range of job promotion so that they can be in the higher level, wider fields These are all motivating factors.
Comprehensive analysis of the above, based on the needs of employees in the insurance industry, the following incentives should be taken: the establishment of incentives to improve wage income and enhance the combination of welfare protection. According to the analysis of the economic needs of employees, it can be seen, as far as our insurance company employees are concerned, their economic needs are not purely expressed in the wage income, the formation of the dependence and expectation of the psychological incentives generated by a good company to protect the incentive is no less than the incentive generated by the wage income. In this case, as China's insurance companies, as far as possible to appropriately increase the wage income of employees, explore the annual salary system of operators at the same time, should make great efforts to do a good job of corporate protection of employees. Second, the establishment of the company and the staff personal development of the combination of the ideal incentive mechanism. China's public economy as the main economic system, the spirit of collectivism formed by the traditional culture, as well as the realization of the company's long-term development, all need to staff's personal development with the company's development closely together.
Provide health care factors, and at the same time create incentives American psychologist Herzberg in the two-factor theory that a unit of policy, working conditions, interpersonal relationships, occupational stability, etc. is a health care factors, this factor is not handled well will trigger employee dissatisfaction with the work, handled well to prevent and eliminate this dissatisfaction, but it does not have a motivational role; achievement, appreciation, recognition, difficult Achievement, appreciation, recognition, hard work, growth at work, sense of responsibility, etc. are motivational factors, which, if handled well, will make employees satisfied and have great motivational effects. This theory is more suitable for the more educated employees, which is just right for the insurance industry practitioners. Therefore, insurance industry managers should take care to provide health care factors on one hand to prevent dissatisfaction. The main elements are: the development of fair policies, not because of people set "system", avoid the development of a system is to limit some people, or exclude some people from a certain benefit; improve and provide good working conditions, as far as possible, the configuration of modern equipment conducive to the work; to relieve the staff of their worries, and the establishment of a reasonable medical, pension system and welfare protection system.
On the other hand, to create incentives. Insurance industry managers should promptly show appreciation for employees, arrange some difficult work, increase the responsibility of a certain position, or let a person to bear the responsibility of inspection or supervision, allowing employees to participate in some of the issues of decision-making, but also has a very good role of the polarity.
Efforts to institutionalize and standardize human resource management
From a practical point of view, scientific, standardized as well as fair human resource management systems and policies are the most important factors influencing and shaping employees' behavior. This is because on the one hand, institutionalized human resource management system (especially promotion system, performance management system, compensation system, etc.) is conducive to the abandonment of personal subjective bias in the management process, to ensure that the management process and the results of the fairness, so as to meet the staff's requirements for fairness; on the other hand, because a relatively stable, clearly oriented, systematic human resource management system can ensure that employees in the enterprise to form accurate expectations. On the other hand, it is because a relatively stable, clearly oriented and systematic human resource management system can ensure that the employees form accurate expectations in the enterprise, which is conducive to the formation of stable and consistent behavior and improve employee morale. Therefore, for China's insurance industry, how to establish a comprehensive performance management and feedback system based on the idea of management by objectives and the latest development of performance management practice, while combining the actual situation of the enterprise is an urgent task.
Scientific creation of value and removal of obstacles in the transformation of personal efforts to job performance
Modern organizational behavior believes that employee performance is a function of three factors, namely, job performance = f (ability + personal efforts + personnel matching). Therefore, the medium between the transformation of the employee's personal effort to job performance mainly includes: the employee's work ability and the personnel matching status of the organization.
Establishing a training and utilization incentive mechanism that combines cultivation and utilizationChinese insurance companies used to invest little in training, at a low level, and lacked long-term systematic training planning; moreover, the company's training was mostly focused on pre-job training and training on the terms and conditions of the insurance policies, and only individual employees were able to obtain high-level domestic training and overseas training to improve their comprehensive abilities and business skills, making it difficult to form a strong training incentive mechanism. Incentive mechanism is difficult to form a strong training mechanism. The self-training of employees is mainly focused on obtaining academic qualifications. In this regard, Chinese insurance companies should fully recognize the role and significance of training, pay attention to the continuing education and training of employees, formulate medium- and long-term training plans according to the actual situation that meet the characteristics of the company, broaden and gradually improve the ways and level of training, and form a general incentive mechanism based on improving the comprehensive quality of employees.
Establishing a scientific employee quality assessment system through the assessment of employees to accurately grasp each employee's ability, personality, temperament, interest, needs, motivation and values, according to each employee's ability and personality qualities, vocational tendencies to arrange their work, so as to optimize the enterprise's human resources allocation, improve the effectiveness of personnel matching, which is a guarantee of improving employee performance.
Establishing a scientific and standardized value evaluation system and a fair and reasonable value distribution system
Establishing a scientific and standardized value evaluation systemThe insurance industry needs to set up a scientific and standardized value evaluation system, so that each employee's inputs and contributions can be objectively and fairly evaluated. The value evaluation system in the enterprise is transformed into a concrete and operable management tool, which is the personnel appraisal system of the enterprise. The personnel appraisal system in the insurance industry is not scientific, fair and just. In order to solve this problem, the following measures are proposed:
Through job analysis to establish a specific, operational assessment standards for each position. Job analysis for the purpose of performance evaluation is not only a description of the work, but more importantly, a decomposition and transmission of strategy. Through the decomposition and transmission of strategy to achieve the employee's work standards and the organization's overall objectives to maintain consistency, and to achieve the employee's personal performance standards of quantifiable and operable.
Requires active two-way communication between the company and employees. The establishment of a psychological contract of mutual trust between managers and subordinates, so that each employee knows that its supervisor will make objective and fair evaluation of its performance, to eliminate the psychological barriers to the assessment of employees.
The appraiser training for each manager. Let them master the scientific appraisal method, improve the appraisal ability, and unify the evaluation credibility of different appraisers, improve the effectiveness of the appraisal, and enhance the credibility of the appraisal work.
Establishing a fair value distribution system and strengthening the organic connection with the value evaluation system The insurance industry must establish a fair and reasonable value distribution system and strengthen the organic connection with the value evaluation system, so that the high performance of the employees get a reasonable organizational return. In the actual implementation of the compensation system, it is important to ensure, first, that good job performance should be associated with recognition and praise for the individual, good performance appraisal results, salary increases and other positive outcomes; second, that good job performance will be associated with as few negative outcomes as possible; and, finally, that bad job performance will be associated more with negative or negated outputs. In order to improve fairness and incentives in the distribution of value, a fair distribution mechanism should be established.
Establishing a diversified, differentiated and personalized reward system
Firstly, a questionnaire survey should be used to dynamically grasp the overall needs of the employees, so that the reward and welfare system can be targeted to take care of the needs of the vast majority of employees. Second, through surveys and interviews, each supervisor is encouraged to communicate actively with employees to establish a file of employees' personal needs, which is updated as the company develops and serves as an objective basis for differentiated rewards. Finally, the establishment of effective bottom-up communication channels, such as employee satisfaction surveys, suggestion boxes, etc., as a timely understanding of the psychological state of employees, and make timely corrections.
Extended reading: insurance how to buy, which is good, hand to teach you to avoid the insurance of these "pits"