China insurance industry has few effective human resources.
The effective human resources of an enterprise refers to the part that can be effectively utilized in the whole human resources of an enterprise. If an enterprise has excellent talents, but they are not used, this is the human resources of the enterprise, but it does not constitute the effective human resources of the enterprise. Expressed as:
Effective human resources = human resources * utilization rate * playback rate
Through investigation, 80% of the employees in the insurance industry are engaged in non-professional work, and it is conceivable how low the utilization rate of human resources is. On this basis, in order to improve the effective human resources of enterprises, in addition to improving its utilization rate through training, it is necessary to fully improve the employee's play rate, and it is urgent to establish an effective incentive mechanism to mobilize the initiative and enthusiasm of employees, so as to maximize the play rate and finally realize the increase of effective human resources.
I believe that as long as the incentive system is established, the incentive effect can be achieved.
Through market research, China's insurance industry has established an incentive system, but the effect is not ideal, which is the most important problem in the insurance industry incentive system. For example, in 2003, an insurance company in China defined the salary structure of employees as: post salary+performance salary+additional salary+bonus in order to deepen the reform of distribution system, widen the income distribution gap reasonably, mobilize the enthusiasm of employees and motivate employees. Only the part of performance pay can be changed, but the coefficient of performance pay has been set in advance, and only those who fail the monthly assessment are required to deduct their percentage points. However, "assessment work" is only formalism. At the same time, due to the failure to establish a fair and reasonable value evaluation system and strengthen the organic connection between the value evaluation system and the value distribution system, the high performance of employees has not been reasonably rewarded by the organization.
People think that salary is the most effective factor to motivate employees.
Need is the starting point of motivation, and the demand for money of employees in the insurance industry has tended to be satisfied. Therefore, the influence of salary on employee behavior is reduced, but the enterprise is not aware of this. Due to the misunderstanding of employees' needs and values, they don't realize employees' needs in many other aspects, such as improving their personal abilities, being respected by others and society, belonging to organizations, self-realization and so on. Even if the salary has a certain incentive effect on employees, then this incentive effect will show a decreasing trend of marginal utility. The real motivation begins with a comprehensive and objective understanding of human needs.
Employees don't get rewards corresponding to their work performance.
Salary as remuneration is the consequence of PFU. The expectation of return is an incentive factor to motivate employees to respond, but this expectation is not enough to optimize employees' performance. Positive future certainty (PFC) rewards will not have much impact on employees' daily behavior. Therefore, it is impossible to optimize the performance of employees by paying wages regularly. However, wages can help or hinder performance. Through investigation, employees expect their efforts to get fair and competitive returns at work. However, the compensation scheme of insurance companies actually suppressed people's enthusiasm for work.
Employees work hard, but they don't improve their performance.
Because the company has no reasonable functional orientation in the management and no scientific division of powers and responsibilities. At the same time, employees' work procedures are unreasonable and their job responsibilities are unclear, which hinders work efficiency. In addition, the allocation of human resources is unscientific, and a scientific employee quality evaluation system has not been established.
Countermeasures for Incentive Mechanism of Insurance Industry in China
Understand the needs of employees objectively and comprehensively.
At present, the demand analysis of insurance company employees in China and the corresponding economic demand of incentive mechanism. Generally speaking, the economic needs of employees of insurance companies at this stage are mainly reflected in two aspects: on the one hand, wage income, including monthly (annual) salary, bonuses, dividends plus bonuses and various subsidies and other wage income; On the other hand, it is various welfare guarantees, mainly housing, old-age care and medical care. Although both belong to the economic needs of employees, there is a relationship between them when the investment of enterprises is certain. Therefore, it is very important to correctly understand and deal with the relationship between them. Personal development needs. As an employee of an insurance company, the reason why he set foot in such a fierce competition and a field full of development space is because he has a strong desire to meet his own development. This kind of personal development needs to be manifested in many aspects, such as: personal performance breakthrough, business skills obtained through different levels of continuing education and training, job promotion, various honors, affirmation of company contributions and so on. For the employees of insurance companies, especially a large number of young employees, the demand for development opportunities and development space may be stronger than the economic demand. They are eager to receive higher-level continuing education and training provided by enterprises in order to continuously increase their knowledge and skills, and their work performance can be recognized in a wider range. They are eager to be promoted and display their talents at a higher level and in a broader field. These are all motivating factors.
Based on the above analysis, based on the needs of employees in the insurance industry, the following incentive measures should be taken: establish an incentive mechanism that combines raising wages and enhancing welfare security. According to the analysis of employees' economic needs, we can see that the economic needs of employees in China's insurance companies are not simply expressed as wage income, and the incentive effect produced by the dependence and expectation psychology formed by good company security is no less than that produced by wage income. In this case, as an insurance company in China, we should make great efforts to do a good job in ensuring employees' enterprise security while appropriately increasing employees' wage income and exploring the annual salary system for operators. Second, establish an ideal incentive mechanism that combines the personal development of the company and employees. China's economic system with public ownership economy as the main body, the collectivism spirit formed by traditional culture, and the realization of the company's long-term development all require the personal development of employees to be closely combined with the company's development.
Herzberg, an American psychologist, believes that a unit's policies, working conditions, interpersonal relationships and occupational stability are health care factors, which can lead to employees' dissatisfaction with their work if they are not handled well, but can prevent and eliminate this dissatisfaction if they are handled well, but have no incentive effect; Achievement, appreciation, recognition, hard work, growth in work, sense of responsibility, etc. It's a motivator. If these factors are handled well, employees will be very satisfied and have great incentive. This theory is more suitable for employees with higher education, just suitable for employees in the insurance industry. Therefore, managers in the insurance industry should pay attention to providing health care factors to prevent dissatisfaction. The main contents are as follows: formulate fair policies, do not set "systems" for people, and prohibit formulating systems to restrict some people or exclude some people from certain interests; Improve and provide good working conditions, and allocate modern equipment conducive to work as much as possible; Relieve the worries of employees and establish a reasonable medical care, pension system and welfare security system.
On the other hand, we should establish an incentive mechanism. Managers in the insurance industry should appreciate employees in time, arrange some difficult jobs, increase the responsibility of a certain post, or let someone take the responsibility of inspection or supervision, and let employees participate in the decision-making of some issues, which also has very good results.
Strive to realize the institutionalization and standardization of human resource management.
From a practical point of view, scientific, standardized and fair human resource management systems and policies are the most important factors that affect and shape employee behavior. On the one hand, institutionalized human resource management system (especially promotion system, performance management system, salary system, etc. ) is conducive to abandoning personal subjective prejudice in the management process, ensuring the fairness of the management process and results, thus meeting the requirements of employees for fairness; On the other hand, a relatively stable, targeted and systematic human resource management system can ensure employees to form accurate expectations in the enterprise, which is conducive to employees to form stable and consistent behaviors and improve morale. Therefore, for the insurance industry in China, it is an urgent task to establish a comprehensive performance management and feedback system according to the latest development of target management and the practice of performance management, combined with the actual situation of enterprises.
Create value scientifically, and clear away the obstacles from personal efforts to work performance.
Modern organizational behavior believes that employee performance is a function of three factors, that is, job performance =f (ability+personal effort+personnel matching). Therefore, the intermediary between employees' personal efforts and job performance mainly includes: the matching of employees' work ability and organizational personnel.
Establish an incentive mechanism for training and use. In the past, China insurance companies invested less in training and lacked a long-term systematic training plan. Moreover, the company's training mostly focuses on pre-job training and insurance clause training. Only a few employees can get high-level domestic training and overseas training, improve their comprehensive ability and business skills, and it is difficult to form a strong training incentive mechanism. The self-training of employees is mainly based on obtaining academic qualifications. In this regard, Chinese-funded insurance companies should fully realize the role and significance of training, attach importance to the continuing education and training of employees, formulate medium-and long-term training plans in line with the company's characteristics according to the actual situation, broaden and gradually improve the training channels and levels, and form a general incentive mechanism on the basis of improving the overall quality of employees.
Establishing a scientific staff quality evaluation system, accurately grasping each employee's ability, personality, temperament, interest, demand, motivation and values through the evaluation of employees, and arranging work according to each employee's ability, personality and career orientation, so as to optimize the allocation of human resources in enterprises and improve the efficiency of personnel matching, is the guarantee for improving employee performance.
Establish a scientific and standardized value evaluation system and a fair and reasonable value distribution system.
Establishing a scientific and standardized value evaluation system The insurance industry should establish a scientific and standardized value evaluation system so that every employee's input and contribution can be objectively and fairly evaluated. The value evaluation system in an enterprise is transformed into a concrete and operable management tool, which is the personnel appraisal system of an enterprise. The personnel assessment system in the insurance industry is not scientific, fair and just. To solve this problem, the following measures are suggested:
Through job analysis, formulate specific and operable assessment standards for each position. Job analysis for the purpose of performance evaluation is not only a description of work, but also a decomposition and transmission of strategy. Through the decomposition and transmission of strategy, the work standards of employees are consistent with the overall goals of the organization, and the personal performance standards of employees can be quantified and operated.
Require positive two-way communication between the company and employees. Establish a psychological contract of mutual trust between managers and subordinates, so that every employee knows that his boss will make an objective and fair evaluation of his work performance, and eliminate employees' psychological obstacles to assessment.
Conduct examiner training for each manager. Let them master scientific assessment methods, improve their assessment ability, unify the assessment reliability of different examiners, improve the effectiveness of assessment and enhance the credibility of assessment work.
Establish a fair value distribution system and strengthen the organic connection with the value evaluation system. The insurance industry must establish a fair and reasonable value distribution system, strengthen the organic connection with the value evaluation system, and make the high performance of employees get reasonable organizational returns. In the actual implementation of the reward system, first of all, to ensure good job performance should be related to personal recognition and praise, good performance evaluation results, salary increase and other positive results; Secondly, ensure that good job performance is associated with negative results as little as possible; Finally, make sure that poor worksheets are now more associated with negative or negative outputs. In order to improve the fairness and incentive of value distribution, a fair distribution mechanism should be established.
Establish a diversified, differentiated and personalized reward system
First of all, through questionnaire survey, we can dynamically grasp the overall needs of employees, so that the salary and welfare system can take care of the needs of the vast majority of employees in a targeted manner. Secondly, through investigation and interviews, every boss is encouraged to actively communicate with employees, and a personal demand file of employees is established, which is constantly updated with the development of enterprises as an objective basis for differentiated rewards. Finally, establish effective bottom-up communication channels, such as employee satisfaction survey, suggestion box, etc., so as to understand the psychological state of employees in time and make corrections in time.
Further reading: How to buy insurance, which is good, and teach you how to avoid these "pits" of insurance.