Insurance company team building

The overall human resources situation of insurance companies is still very good. The overall situation of human resources in China’s insurance industry.

Human resources are the most active and dynamic factors among production factors. As an insurance company, we must build a large-scale, reasonably structured and high-quality talent team to give full play to the enthusiasm and enthusiasm of all types of talents. Initiative and creativity, and improving the human resources management system have become the focus of the development of insurance companies. According to the actual human resources management of insurance companies in my country, the measures that should be taken are: first, to establish a high-quality workforce: there must be a very excellent leadership team, an advanced corporate culture must be used to unite the cadres and workforce, and there must be systematic employee training To develop the system, we must create a good atmosphere for talents to stand out. The second is to establish a strong incentive and restraint mechanism, including competition incentives, assessment incentives and salary incentives.

Keywords: human resource management; education and training; incentive mechanism; performance management

With the opening up of the insurance industry and the entry of foreign insurance companies, Chinese insurance companies are faced with capital strength Strong competition in terms of business, customers, technology and talent, and talent is the basis of competition in the insurance industry. How to deal with the competition for talents in the insurance market, how to take corresponding countermeasures and measures, and how to reform the human resources management system as soon as possible are major issues related to the prosperity and development of China's insurance industry.

1. The necessity of human resource development and management in China’s insurance industry

1. Talent is the decisive factor in winning in market competition. Insurance companies, as knowledge, technology and intelligence-intensive enterprises, Talent plays a particularly prominent and important role in promoting enterprise development and business, technology, management, system innovation and other aspects. It is the decisive factor in whether we can win in the fierce competition in the industry in the future. After my country joined the World Trade Organization, large international multinational insurance companies accelerated their network layout and localization process in my country, and their management and business talents mainly came from my country's insurance industry. With the demand for talents from all parties increasing significantly and the relative lack of middle- and senior-level insurance talents in our country, the competition for talents can be imagined. Whether an insurance company can take the lead in the competition for talent will be the key to its success or failure in the market competition.

2. Talent is the top priority in establishing a modern enterprise system. The establishment of a modern enterprise system for insurance companies cannot be separated from the support of talents, especially the support of talents who understand the organization and operation of modern enterprise systems. The design of the modern enterprise system of insurance companies must not only meet the general characteristics of modern enterprise systems such as clear property rights, clear rights and responsibilities, separation of government and enterprises, and scientific management, but also must be combined with the actual industry characteristics, property rights structure, business scale and other actual conditions of insurance companies. Therefore, it not only requires talents who are familiar with business management theory and practice, but also requires talents who are familiar with the operation and management practices of international insurance companies.

2. Problems currently existing in the human resources management of insurance companies in my country

1. The supply of insurance talents exceeds the demand

There are currently 1.2 million insurance practitioners in our country, but The entire insurance industry cannot keep up with the development needs of the insurance market in terms of quantity, structure, and quality. The cultivation of professional talents in actuarial, underwriting, investment, claims, and business development in the insurance industry is a gradual and cumulative process, and the cultivation of undergraduate talents in insurance majors in my country has only started in recent years. At present, there is a serious shortage of insurance talents in all aspects of our country, especially professional and technical talents such as actuaries and comprehensive talents who understand the international insurance market and are familiar with international insurance laws and regulations.

2. Insurance companies lack a competitive incentive mechanism

From a certain perspective, the essence of human resource management lies in motivating employees to maintain high work enthusiasm. Only by stimulating the inner motivation of talent subjects and fully mobilizing their enthusiasm, initiative and creativity can talents continue to add value. In addition to material needs such as salary income and various benefits, employees' spiritual needs are also indispensable, which is mainly reflected in personal development and the need for success. However, at present, a reasonable talent selection system and a competition mechanism for survival of the fittest in insurance companies have not yet been formed. These have hindered talents to stand out to varying degrees and affected the talents of high-quality talents.

3. The normal flow of insurance talents is restricted

The flow of insurance talents is an objective trend in the development of the market economy. The shortage of insurance talents will inevitably lead to the flow of insurance talents among different insurance companies. However, this normal flow is artificially restricted by some insurance companies.

On the one hand, they do not actively take countermeasures to retain insurance talents, and on the other hand, they obstruct the departing insurance talents in various ways, hindering their normal development.

3. Analysis of the human resources competition situation of insurance companies under the new situation

1. The competition for talents will become increasingly fierce after the influx of foreign insurance companies

With the entry of China The WTO and the further opening of the insurance market, the attractive development prospects, training opportunities, advanced management systems and high salaries of foreign insurance companies are quite attractive to people in the insurance industry. With the escalation of business competition, the demand for high-level and professional insurance talents is becoming stronger and stronger. If the existing problems of talent flow in insurance companies and potential brain drain in insurance are not resolved, it will be difficult for Chinese insurance companies to compete with foreign insurance companies.

2. Changes in the operating environment of the insurance industry pose challenges to the quality of the team

Currently, the lack of insurance professionals will be one of the most severe challenges restricting the future development of my country's insurance industry. This is not only reflected in the current shortage of talents and the increasingly fierce "talent war" after the entry of foreign insurance companies, but also in the current insurance education concepts, teaching plans, curriculum and teacher status that need to be fundamentally changed.

3. Talent competition is developing towards specialization and compound competition

It has two characteristics: First, the demand for talents tends to be professional, and market competition will inevitably lead to economic and management problems. Technology is developing in the direction of specialization, and talent development itself is also improving in the direction of specialization. Second, the competition for professional talents has shifted towards majors such as high-tech information, insurance marketing, actuarial science, claims, and insurance law, making the categories of talent majors more complete, integrating and penetrating each other, and developing talents with one specialty and multiple abilities.

IV. Measures that should be taken for human resource management of insurance companies in my country

1. Establish a high-quality insurance company employee team

(1) To build a team with advanced Sexual leadership team. Good leaders are critical to insurance companies. Insurance company leaders need to play a leadership and decision-making role under the uncertain business environment. They need to guide the company to operate in accordance with the law, provide competitive and high-quality services, improve efficient operating mechanisms, and effectively use human resources management. plays a decisive role. For general enterprises to develop and grow, and for backward enterprises to get out of trouble, the leaders of this enterprise must be excellent.

(2) Use advanced corporate culture to unite cadres and employees. As a financial service enterprise, insurance companies must establish a people-oriented corporate culture, implement "humanized" management, and put respect for talents and respect for the development of people's various potentials at the top of management. Through the implementation of cultural management, we establish the values ??and behaviors that are followed by the company, vigorously promote the corporate spirit, and guide all employees to work together to achieve unified and clear goals. Insurance companies should establish a humane and scientific incentive mechanism that takes into account both the material and spiritual needs of talents, creates an environment that respects employees, and implements non-mandatory incentives and constraints for employees. Insurance companies should carry forward the spirit of democracy and maintain regular communication between management and employees. The management can listen carefully to employees' opinions and satisfy employees' desire for self-realization, so that employees can realize the value of their participation in creating the enterprise, so as to give full play to their subjective opinions. Agency and creativity.

(3) It is necessary to comprehensively improve the professional quality of employees and establish a training and development system. Under the new situation, training is not only to enable employees to adapt to work needs, but also to help employees improve their self-worth. It is an important part of the company's human resource development and management. First, the training of new employees should be strengthened to develop, train and use their potential; secondly, insurance companies should rely on colleges and universities to cultivate the required insurance talents.

(4) We must actively create an atmosphere that enables talents to stand out. The key to a company's ability to be dynamic and enterprising lies in its ability to stimulate the enthusiasm and intelligence of its employees. Human resources work under the new situation should establish a human resources management model that encourages, develops, and cultivates employees' initiative and creativity, and establish a complete set of incentive and restraint mechanisms. First, we need to expand the employment mechanism that encourages competition. Secondly, we must establish a scientific incentive and assessment mechanism. Thirdly, we must do a good job in talent retention, use the company's own influence to attract talents, and make good use of talents.

2. Establish an incentive and restraint mechanism that combines the company and employees’ personal development

(1) Competitive incentives. Competition is an important means of motivation.

The competition mechanism will put employees in a stimulated state, giving people a sense of urgency and motivation, strengthening employees' never being satisfied, and promoting the continuous improvement of the overall quality of talents.

First of all, in terms of employment system, enterprises should implement the appointment system and appointment period system in management positions and positions. At the same time, according to the needs of enterprise development, they should truly realize the allocation of human resources based on the market. Through standardized contract forms, the rights and obligations of both parties are clarified, the behaviors of both parties are regulated, and the transformation from fixed employment to contract employment, and from identity management to position management is promoted.

Secondly, we promote competitive recruitment in the selection and appointment system, and introduce the competition mechanism of "openness, equality, competition, and merit selection" into the selection and appointment of managers and the job changes of employees. The focus is on the promotion of competitive recruitment in the selection and appointment of leaders and managers. On the one hand, it activates the management team, so that on-the-job personnel will not only feel the pressure of being eliminated, but also have the motivation to improve their quality and work hard, and stimulate their enterprising spirit; on the other hand, On the one hand, it provides the possibility for more and better talents to take up leadership and management positions, broadens the horizons of selection and employment, and discovers and masters a group of young reserve managers with high quality, great potential, and promising training prospects.

(2) Assessment and incentives. The effectiveness of the assessment is directly related to the quality of the assessment. Maximizing the subjective initiative of managers is the key to the assessment. First, scientific assessment standards must be set. Based on the actual work, we set up assessment items and assessment indicators, clarify the assessment content and assessment procedures, and establish an assessment and evaluation system that focuses on work performance. In terms of methods, we implement classified and quantitative assessment, distinguish objects, implement different assessment methods, assess performance through classified and quantitative assessment, and assess overall quality through multi-party evaluation. In terms of timeliness, the assessment cycle should be shortened as much as possible and dynamic assessment should be implemented to improve timeliness. Secondly, we must carefully organize and implement it. The implementation phase requires full preparation, precise operation, and in-depth analysis to ensure the accuracy of the results and provide an objective and fair basis for leaders and managers to adjust their positions. Finally, effective incentives must be implemented. Use assessment results as an important basis for motivating managers. Implement material incentives and spiritual incentives, and at the same time reflect the seriousness and fairness of assessments, give full play to the role of assessments in the screening, selection and adjustment of managers, and enhance the intensity of incentives for managers.

(3) Salary incentives. Insurance companies should establish a market-oriented employment mechanism and conscientiously establish a market-oriented compensation system. Determining reasonable remuneration is an indispensable means of motivating employees. It is necessary to establish a new distribution mechanism that closely links employees with the development prospects of the company and allows them to avoid risks and enjoy benefits. If insurance companies want to retain talents, they must intensify the reform of the internal allocation system and improve the external competitiveness of the company's remuneration policy. Differentiated incentive policies should be implemented at all levels within the enterprise, and different remuneration packages should be determined based on employees' positions, contributions and performance. Employee salaries should be linked to assessment indicators such as excess profit contribution, performance growth, risk returns, and market satisfaction, and should be appropriately widening the income gap. Insurance companies should strive to explore ways and means for management elements and technical elements attached to human resources to participate in corporate income distribution, and make them systematic and institutionalized. In addition, insurance companies must improve the incentive system for enterprise annuities. Enterprise annuity is a supplementary pension insurance system independently established on the basis of basic pension insurance, based on enterprise benefits and in accordance with the principles of voluntariness and ability. It is an important part of enterprise salary management. Together with wages, bonuses and other welfare plans, it constitutes a "salary package" and has become an important means to attract talents. Its long-term incentive and security effects are difficult to achieve by other non-statutory welfare measures.

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