在世界经济全球化发展的趋势下，我国的保险行业在发展过程中面临的一个 重大的挑战就是怎样才对代理人员采取科学的管理措施，进行有效的激励，不断 提升保险企业业绩水平，获取更大的竞争优势。然而在目前的绩效体系之下，针 对保险代理人的考核只是针对业绩方面的考核，不能够在真正意义上激发代理人 员的主观能动性。所以，建立科学、合理、公平绩效考核体系，不管对营销人员 的积极性以及绩效水平提高，或者是对组织目标的实现都显得非常重要。 本文基于 T 保险公司河北分公司的实际情况，利用文献分析法、理论分析 法以及调查研究法对该公司银保渠道保险代理人绩效考核中存在的问题进行深 入细致的研究。在分析相关的理论和概念之后，就当前 T 保险公司河北分公司 银保渠道保险代理人绩效考核现状进行了综合分析，介绍了该公司当前针对保险 代理人建立的绩效考核体系，并采用问卷调查的形式下沉基层开展调查研究，就 发现的问题进行了说明，如考核指标设置不科学，考核周期设置不合理，考核后 沟通不畅，以及考核结果应用不全面等。在问题阐述的基础上，结合调查问卷和 公司的实际，分析了问题背后存在的具体原因。接下来，结合以上的分析，提出 了 T 保险公司河北分公司银保渠道保险代理人绩效考核优化的目标与原则，并 制定了对应的优化举措，包括优化绩效考核周期，考核体系建设，改进考核方法。 最后，为了能够使上述优化措施更好地执行下去，提出了一系列保障性举措。通 过本文的分析研究，为包括 T 保险公司河北分公司在内的保险公司解决和优化 代理人绩效考核问题提出参照和依据。 关键词：绩效考核 关键指标 保险公司 代理人II ABSTRACT With the rapid development of the economic globalization, China's insurance industry is faced with a major problem is how to take effective management and incentives for insurance agents, constantly improve the performance level of insurance enterprises, and obtain greater competitive advantages. However, under the current performance system, the examination for insurance agents is only for the performance of the assessment, can not really mobilize the enthusiasm of marketers. Therefore, it is very important to establish scientific and fair performance appraisal, whether to improve the enthusiasm and performance level of marketers, or to achieve organizational goals. Based on the Hebei Branch of T Insurance Company, this paper analyzes the performance appraisal of insurance agents through literature analysis, investigation and theoretical analysis. By analyzing relevant concepts and theories, this paper makes a comprehensive analysis on the current situation of the performance appraisal of Bank Department Insurance Agents in Hebei Branch of T Insurance Company, and introduces the specific practice of Bank Department Insurance Agent performance Appraisal at present. On the basis of the problem, the reasons for its existence are analyzed. Combined with the above analysis, the objectives and principles of performance appraisal optimization of Bank Department Insurance Agent of Hebei Branch of T Insurance Company are defined, and specific optimization measures are put forward, including optimizing performance appraisal cycle, setting key performance appraisal index, Improve the evaluation method, the application of performance appraisal results, etc. Finally, a series of safeguard measures are put forward for the implementation of optimization measures. Based on the research of this paper, it makes reference and basis for the solution and optimization of agent performance appraisal of insurance companies, including Hebei Branch of T Insurance Company. Keywords: performance appraisal key indicators insurance companies agentsIII 目 录 摘要.......................................................................................................................I Abstract..................................................................................................................II 目 录.................................................................................................................... III 第一章 绪论..........................................................................................................1 1.1 研究背景.................................................................................................1 1.2 研究意义.................................................................................................1 1.2.1 现实意义......................................................................................2 1.2.2 理论意义......................................................................................2 1.3 国内外研究现状.....................................................................................2 1.3.1 国外研究现状..............................................................................2 1.3.2 国内研究现状..............................................................................4 1.3.3 国内外研究评述..........................................................................5 1.4 研究内容与研究方法.............................................................................5 1.4.1 研究内容......................................................................................5 1.4.2 研究方法......................................................................................7 第二章 相关概念及基础理论..............................................................................8 2.1 相关概念.................................................................................................8 2.1.1 保险代理人..................................................................................8 2.1.2 绩效..............................................................................................8 2.1.3 绩效考核......................................................................................9 2.2 基础理论.................................................................................................9 2.2.1 目标管理......................................................................................9 2.2.2 关键绩效指标............................................................................ 10 2.2.3 平衡计分卡.................................................................................11 2.2.4 360 度绩效考核.......................................................................... 12 第三章 T 保险公司河北分公司银保渠道保险代理人绩效考核现状............ 13 3.1 T 保险公司河北公司概况.....................................................................13 3.1.1 基本情况.................................................................................... 13 3.1.2 业务状况.................................................................................... 13 3.1.3 T 保险公司河北分公司银保渠道代理人绩效考核现状..........13 3.2 T 保险公司河北分公司银保渠道保险代理人绩效考核存在的问题.15IV 3.2.1 问卷调查.................................................................................... 15 3.2.1.1 调查目的......................................................................... 15 3.2.1.2 调查内容......................................................................... 15 3.2.1.3 调查对象......................................................................... 16 3.2.1.4 调查过程......................................................................... 16 3.2.1.5 调查数据处理................................................................. 16 3.2.2 绩效考核中存在的问题............................................................. 17 3.2.2.1 考核周期过长.................................................................17 3.2.2.2 考核指标设置不科学.....................................................17 3.2.2.3 绩效考核沟通不畅.........................................................19 3.2.2.4 考核结果应用不全面.....................................................20 3.3 绩效考核存在问题的原因................................................................... 21 3.3.1 制度建设相对滞后.................................................................... 21 3.3.2 思想认知存在偏差.................................................................... 22 3.3.3 绩效考核文化欠缺.................................................................... 22 3.3.4 信息技术保障不足.................................................................... 23 第四章 T 保险公司河北分公司银保渠道保险代理人绩效考核优化方案.... 25 4.1 绩效考核优化方案的目标和原则....................................................... 25 4.1.1 绩效考核优化方案的目标........................................................ 25 4.1.2 绩效考核优化方案的原则........................................................ 26 4.2 绩效考核优化方案............................................................................... 26 4.2.1 优化绩效考核周期.................................................................... 26 4.2.2 设计基于平衡计分卡的绩效考核体系.................................... 27 4.2.2.1 绩效考核指标设置.........................................................27 4.2.2.2 绩效考核指标权重的确定.............................................29 4.2.2.3 绩效考核结果评价.........................................................32 4.2.2.4 绩效考核结果的应用.....................................................33 第五章 T 保险公司河北分公司银保渠道保险代理人绩效考核优化方案实施 保障措施...................................................................................................................... 36 5.1 完善经营管理平台............................................................................... 36 5.2 规范客户服务标准............................................................................... 37 5.3 开展优质人才培训............................................................................... 38 5.4 实施绩效辅导沟通............................................................................... 39 5.4.1 建立绩效辅导沟通组织架构.................................................... 39 5.4.2 强化反馈和面谈........................................................................ 40V 5.5 营造企业绩效文化............................................................................... 41 第六章 结论与展望............................................................................................42