伴随着经济全球化的不断发展，市场经济体制的逐步完善以及金融保险改革的日 益深化，尤其是保险业在上世纪 80 年代实施分业经营以来，保险市场各主体所面临 的市场环境、运营模式、管理方法以及内、外部竞争压力日趋加大，同时随着社会和 群众对保险服务的要求越来愈高，保险行业暴露的各种问题越来越多，如阴阳单、理 赔难、买卖单等行为，各保险主体尤其是财产险公司纷纷通过内部改革，不断强化内 部管控，增强内生增长机制和新的发展格局，以期形成更加强大的核心竞争优势，更 好的适应复杂多变的市场变化，更好的满足社会保险需求。而在此过程中，以人为本 的理念日益深化，人是第一要素，是第一生产力的观念逐渐深入人心，对于财险公司 而言，盘活人力资源，做好人力资源管理则是打造核心竞争力的有效手段和重要环节。 而人力资源管理作用得到充分发挥的一个重要保障，则是对人的绩效考核，这也是人 力资源管理的核心和灵魂。作为现代化财产保险公司的 PICC，如何在地市级分支机构 层面建立一套适应发展需求、适应社会需求的员工绩效考核体系，并通过合理的绩效 考核，激发人员活力，促进业务稳步增长，提升和巩固既有的市场竞争优势，进一步 适应日新月异的竞争变化，不断提升社会满意度水平，为公司持续、稳定、健康发展 创造最大的效益，仍是一个值得研究的课题。 本文以中国人民财产保险股份有限公司保定市分公司（以下简称，PICC 保定分公 司）为实例，结合其当前的员工绩效考核方式，通过资料搜集、访谈调查、深入分析 等方法，剖析该单位绩效考核工作现状，并深入分析其绩效考核存在的主要问题，挖 掘其深层次原因。以此为基础，结合绩效考核常用的考核方法与工具和绩效考核的基 本思想理念，在完善现有考核方案的基础上，进一步改善员工绩效考核的方式、原则、 思路、架构及流程。改进后的绩效考核方案具有更加明确的职责划分及考核标准，能 够有效激励员工的内在动力、提高主动工作积极性。通过绩效考核作用发挥实现员工 自我激励、自我整改不断提升立足岗位增强自身业绩的目的，从而提高保险企业地市 级分支机构内部管理工作的有效性，为 PICC 保定分公司各项业务平稳快速发展保驾 护航。 同时，也希望通过对 PICC 地市级分支机构绩效考核方案的研究，总结出绩效考 核的实践意义，并对行业内绩效考核体系的完善提供有益的参考。 关键字，保险公司 绩效方案 考核体系 KPIPICC 保定分公司员工绩效考核方案设计与优化 ii ABSTRACT With the continuous development of economic globalization, the gradual perfection of market economy and the deepening of the reform of financial insurance, especially the insurance industry to implement separate operation in the 80 years since the last century, the external competition environment, operation mode, management method, the insurance market institutions are facing as well as the inner, is increasing, at the same time, along with the social and the demands of the masses of insurance service are becoming higher and higher, various problems in insurance industry more and more exposed, such as Yin and Yang, claims difficult, the sale of a single act, the insurance subject especially property insurance companies have through internal reform, strengthen internal control, enhance the endogenous growth mechanism and the new development pattern, in order to form more powerful core competitive advantage, better adapt to the complex changes in the market, to meet the social insurance demand better. In this process, the concept of people-oriented deepening, people is the first element, is the first productive forces concept gradually win support among the people, for the property insurance companies, stimulates the human resources, do a good job in human resources management is the effective method and an important step to build the core competitiveness. The role of human resource management is an important guarantee to give full play to, is to the performance appraisal, the core and soul of the human resource management. As a modern property insurance company of PICC, how to establish the staff performance appraisal system to adapt to social needs a set of development needs, meet in the branch level, and through reasonable performance evaluation, inspire staff activity, promote the steady growth of the business, enhance and consolidate the existing market competitive advantage, to meet the competition change change rapidly, continuously to enhance the social satisfaction, to create maximum benefits for the company sustained, stable and healthy development, is a topic worthy of study. In this paper, the Peoples Insurance Company of China Baoding branch (hereinafter referred to as: PICC Baoding branch) as an example, combining with its current staff performance appraisal methods, collection, interviews, in-depth analysis based on the methods of data, analysis of the unit performance appraisal work present situation, main problems and in-depth analysis of its performance assessment, and dig deeper reason, on this basis, combined with the basic idea of performance appraisal methods and tools and河北工业大学工商管理硕士（MBA）学位 iii performance assessment, based on perfecting the evaluation scheme, to further improve the staff performance appraisal methods, principles, ideas, framework and process, performance improved with the division of responsibility and evaluation standard is more clear, to improve the inherent power, effectively motivate staff to work enthusiasm. Through the performance evaluation of the role play to realize their self motivation, self rectification upgrade based on the post to enhance their performance, thereby enhancing the effectiveness of the internal management of insurance enterprise the branch, branch operations for PICC Baoding steady and rapid development escorts the emperor convoy. At the same time, also hope that through the study of the performance appraisal system of PICC City branch, summarizes the practical significance of performance assessment, and provide a useful reference to improve the industry performance evaluation system. KEYWORDS: KPI performance assessment system for the insurance companyPICC 保定分公司员工绩效考核方案设计与优化 iv 目 录 第一章 绪论........................................................................................................................1 1.1 研究背景 ......................................................................................................................... 1 1.2 研究目的及意义 ............................................................................................................. 3 1.3 研究思路和方法 ............................................................................................................. 4 1.3.1 研究思路............................................................................................................... 4 1.3.2 研究方法............................................................................................................... 5 1.3.3 创新点................................................................................................................... 6 第二章 相关理论综述及行业绩效考核特点分析............................................................7 2.1 绩效考核有关概念 ......................................................................................................... 7 2.1 常见的几种绩效考核方法 ............................................................................................. 8 2.1 行业绩效考核特点分析 ................................................................................................. 9 2.3.1 股份制保险企业代表--ZGPA.............................................................................. 9 2.3.2 国有独资保险企业代表--ZHLH ....................................................................... 10 2.3.3 地方性保险企业代表--YGCX........................................................................... 11 第三章 PICC 保定分公司员工绩效考核现状与问题分析...........................................13 3.1 PICC 保定分公司简介 ............................................................................................... 13 3.1.1 PICC 保定分公司组织构架................................................................................ 14 3.1.2 PICC 保定分公司员工学历构成........................................................................ 16 3.1.3 PICC 保定分公司员工年龄构成........................................................................ 16 3.1.4 PICC 保定分公司关键部门及关键岗位职责.................................................... 17 3.2 PICC 保定分公司员工绩效考核现状 .......................................................................... 22 3.2.1 PICC 总部绩效考核现状简介............................................................................ 21 3.2.2 PICC 保定分公司员工绩效考核方案................................................................ 22 3.2.3 PICC 保定分公司绩效考核现状分析................................................................ 26 3.3 PICC 保定分公司绩效考核存在的问题 ................................................................... 28 第四章 PICC 保定分公司员工绩效考核方案优化设计...............................................31 4.1 基本设计思路 ............................................................................................................... 31 4.2 重构战略目标 ............................................................................................................... 31 4.3 确定绩效考核宗旨和原则 ........................................................................................... 31 4.3.1 确定考核宗旨..................................................................................................... 32河北工业大学工商管理硕士（MBA）学位 v 4.3.2 确定考核原则..................................................................................................... 32 4.4 确定绩效考核主要内容 ............................................................................................... 33 4.4.1 确定考核范围..................................................................................................... 33 4.4.2 确定考核主体及职责......................................................................................... 33 4.4.3 确定考核方法...................................................................................................... 34 4.4.4 确定考核周期...................................................................................................... 35 4.4.5 确定考核内容..................................................................................................... 35 4.4.6 确定绩效考核权重............................................................................................. 36 4.5 绩效考核流程设计与应用 ........................................................................................... 36 4.5.1 绩效考核总体构架.............................................................................................. 37 4.5.2 绩效考核实施...................................................................................................... 37 4.6 绩效考核结果的运用 ................................................................................................. 50 4.6.1 绩效结果与薪酬.................................................................................................. 50 4.6.2 绩效结果与员工职业发展.................................................................................. 50 4.6.3 绩效结果与员工培训发展................................................................................. 50 4.6.4 绩效结果与其他 ......................................................................................................... 50 4.7 与现行绩效考核方案的对比分析 ............................................................................. 51 第五章 PICC 保定分公司员工绩效考核方案实施的保障措施.....................................53 5.1 新的绩效考核应用可能遇到的阻力 ........................................................................... 51 5.2 新的考核方案实施的保障措施 ...............................................................................................52 第六章 研究结论及展望....................................................................................................57 6.1 研究结论 ....................................................................................................................... 57 6.2 进一步展望 ................................................................................................................... 57