I 摘要 随着国内保险意识的觉醒，保险行业获得了蓬勃的发展，保险从业者也成为 了一个庞大的人力资源群体，车代渠道作为财险行业最大的个人客户渠道，对直 接面对终端客户的销售人员业务素养要求越来越高。在保险行业中，绩效管理作 为人力资源管理的工具和方法，已受到绝大多数管理者认同，绩效管理能有效提 升员工效率，然而，车代销售人员绩效从制定到反馈的整个绩效管理过程中，还 有很多有形式无内容以及亟待解决的问题，因此，绩效管理优化对公司企业管理 以及车代渠道销售人员发展有非常重要的意义。 本文以平安财险新疆分公司为研究对象，首先运用文献研究法梳理现阶段绩 效管理中理论研究概况、绩效管理应用过程中问题的实证研究以及不同侧重点下 绩效管理设计过程研究，为后续论述提供理论依据。其次，运用访谈法和比较分 析法在对平安财险新疆分公司车代渠道绩效管理现状分析的基础上，对该公司车 代渠道销售人员绩效管理存在的问题及原因进行剖析。再次，提出该公司车代渠 道销售人员绩效管理优化设计的原则，总体思路和方向，并针对绩效管理中计划 制定、实施、评估、激励四个阶段进行绩效管理优化设计，最后提出可能遇到的 问题及保障措施。通过研究得出如下结论： 1．平安财险新疆分公司车代渠道绩效管理各阶段问题包含：第一，组织架 构不够细化，绩效指标过多降低了对核心指标的专注度；其次，绩效执行方各部 门间相对割裂，绩效宣导范围和内容大而广，不够聚焦；再者，管理者面谈技能 欠佳，反馈多是单向交流，考核时段统一，没有针对绩优和绩劣人群差别对待； 最后，激励内容不够明确，方式较传统单一，不同工作内容，激励方式和内容趋 同，激励效果不佳。 2．对比绩效管理中出现的问题，本文认为平安财险新疆分公司在绩效方案 制定阶段应首先根据车代渠道特色细化组织架构，并根据不同市场情况，差异化 设置绩效目标且侧重点明确；在绩效方案实施阶段，应综合各个部门的优势，协 同闭环运作，同时宣导层级必须覆盖全面，突出不同层级的宣导特点；在绩效评 估阶段，更加注重双向沟通，以及评估者的沟通技巧，对于不同对象，绩效评估 的时效性也需要差异处理；最后在绩效反馈阶段，公司应将激励方式多样化，不 同岗位不同市场变化下，激励导向有倾斜、激励效果不趋同。 摘要 II 3．绩效优化设计后首先需要公司高层领导的认可支持，形成完善的落地制 度，在各级部门的共同推动下，利用多样的宣传手段，确保优化后的绩效管理体 系深入人心，可规划可推动可反馈可激励。 关键词：平安财险;车代渠道;销售人员;绩效管理优化 Abstract III Abstract Withtheawakeningofdomesticinsuranceawareness,theinsuranceindustryhas achievedvigorousdevelopment,andinsurancepractitionershavealsobecomeahuge groupofhumanresources.Asthelargestpersonalcustomerchannelintheproperty insuranceindustry,thecaragencychannelrequireshigherandhigherprofessional qualitiesofsalespeopledirectlyfacingendcustomers.Intheinsuranceindustry, performancemanagement,asatoolandmethodofhumanresourcesmanagement,has beenrecognizedbythevastmajorityofmanagers.Performancemanagementcan effectivelyimproveemployeeefficiency.However,therearestillmanyproblemsin thewholeperformancemanagementprocessfromformulationtofeedback.Therefore, performancemanagementoptimizationisofgreatsignificancetothecompany's enterprisemanagementandthedevelopmentofsalespeopleinvehiclesaleschannels. ThispapertakesPingAnPropertyInsuranceXinJiangBranchastheresearch object.Firstly,itusestheliteratureresearchmethodtosortoutthegeneralsituationof theoreticalresearchinperformancemanagementatthisstage,theempiricalresearch ontheproblemsintheapplicationprocessofperformancemanagementandthe researchonthedesignprocessofperformancemanagementunderdifferentemphases, soastoprovidetheoreticalbasisforsubsequentdiscussion.Secondly,basedonthe analysisofthepresentsituationoftheperformancemanagementofthecarsales channelsofPingAnPropertyInsuranceXinJiangBranch,theauthoranalyzesthe problemsandreasonsoftheperformancemanagementofthecarsaleschannelsofthe companybyusingthemethodsofinterviewandcomparativeanalysis.Thirdly,the paperputsforwardtheprinciples,overallthinkinganddirectionofthecompany's performancemanagementoptimizationdesignforthesalespersonnelinthecarsales channels,andcarriesouttheperformancemanagementoptimizationdesignforthe fourstagesofplanning,implementation,evaluationandincentiveintheperformance management,andfinallyputsforwardthepossibleproblemsandsafeguardmeasures. Throughresearch,thefollowingconclusionsaredrawn: 1．Theproblemsineachstageoftheperformancemanagementofthecar agencychannelofPingAnPropertyInsuranceXinJiangBranchinclude:first,the organizationalstructureisnotdetailedenough,andtoomanyperformanceindicators Abstract IV reducethefocusoncoreindicators;Secondly,thedepartmentsoftheperformance executorarerelativelyseparated,andthescopeandcontentofperformance propagandaarelargeandwide,notfocusedenough.Moreover,themanagers' interviewskillsarenotgood,thefeedbackismostlyone-waycommunication,the incentiveperiodisuniform,andthereisnodifferentialtreatmentforpeoplewith excellentperformanceandthosewithpoorperformance.Finally,theincentivecontent isnotclearenough,themethodismoretraditionalandsingle,differentworkcontents, incentivemethodsandcontentsaresimilar,andtheincentiveeffectisnotgood. 2paringwiththeproblemsinperformancemanagement,thispaperholds thattheXinJiangbranchofPingAnPropertyInsuranceCompanyshouldfirstrefine itsorganizationalstructureaccordingtochannelcharacteristicsandsetperformance targetsdifferentlyandwithclearemphasisaccordingtodifferentmarketconditions. Intheperformanceimplementationstage,theadvantagesofvariousdepartments shouldbeintegratedtocooperateintheclosed-loopoperation.Atthesametime,the propagandalevelmustcoverallaspectsandhighlightthepropagandacharacteristics ofdifferentlevels.Intheperformanceevaluationstage,moreattentionshouldbepaid totwo-waycommunicationandtheevaluator'scommunicationskills.Fordifferent objects,thetimelinessofperformanceevaluationalsoneedstobehandleddifferently. Finally,intheperformancefeedbackstage,thecompanyshoulddiversifythe incentivemethods.Underthechangesofdifferentpositionsanddifferentmarkets,the incentiveorientationisinclinedandtheincentiveeffectsarenotthesame. 3．Aftertheperformanceoptimizationdesign,theapprovalandsupportofthe company'sseniorleadersarefirstneededtoformaperfectlandingsystem.Underthe jointpromotionofdepartmentsatalllevels,variouspublicitymethodsareusedto ensurethattheoptimizedperformancemanagementsystemisdeeplyrootedinthe heartsofthepeople.Planningcanpromotefeedbackandencouragement. Keywords:PingAnPropertyInsurance;Thevehiclegenerationchannel;Sales personnel;Performancemanagementoptimization 目录 V 目录 第1章绪论..................................................................................................................1 1.1研究背景及意义.................................................................................................1 1.1.1研究背景......................................................................................................1 1.1.2研究意义......................................................................................................2 1.2文献综述.............................................................................................................2 1.2.1国内外研究现状..........................................................................................2 1.2.2文献述评......................................................................................................6 1.3研究内容及方法.................................................................................................7 1.3.1研究内容......................................................................................................7 1.3.2研究方法......................................................................................................8 1.4可能的创新之处.................................................................................................9 1.5本章小结...........................................................................................................10 第2章绩效管理基础理论................................................................................................11 2.1绩效及绩效管理概念.......................................................................................11 2.1.1绩效的概念................................................................................................11 2.1.2绩效管理的概念