Human resource is the most active and energetic factor among the factors of production. As an insurance company, building a large-scale talent team with reasonable structure and high quality, giving full play to the enthusiasm, initiative and creativity of all kinds of talents, and improving the human resource management system have become the focus of the development of insurance companies. According to the reality of human resource management in China's insurance companies, the following measures should be taken: first, to build a high-quality staff: to have excellent leadership, to unite cadres and employees with advanced corporate culture, to systematically train and develop employees, and to create a good atmosphere for talents to stand out. The second is to establish a strong incentive and restraint mechanism, including competition incentive, assessment incentive and salary incentive.
Keywords: human resource management; Education and training; Incentive mechanism; Performance management
With the opening of insurance industry and the entry of foreign insurance companies, China insurance companies are facing fierce competition in capital strength, business, customers, technology and talents, and talents are the basis of insurance competition. How to deal with the talent competition in the insurance market, how to take corresponding countermeasures and measures, and how to reform system of human resource management as soon as possible is a major event related to the prosperity and development of China's insurance industry.
Firstly, the necessity of human resources development and management in China insurance industry.
1. Talent is the decisive factor to win in the market competition. As a knowledge, technology and intelligence-intensive enterprise, talents play a particularly prominent and important role in promoting enterprise development and business, technology, management and system innovation, and are the decisive factor for winning in the fierce competition in the future. After China's accession to the World Trade Organization, large international multinational insurance companies have accelerated the network layout and localization process in China, and their management and business talents mainly come from the insurance industry in China. With the increasing demand for talents in all aspects and the relative shortage of senior insurance talents in China, the competition for talents can be imagined. Whether an insurance company can take the lead in talent competition will be the key to its success or failure in market competition.
2. To establish a modern enterprise system, talents are the most important. Insurance companies cannot establish a modern enterprise system without the support of talents, especially those who understand the organization and operation of modern enterprise system. The design of modern enterprise system of insurance companies should not only conform to the general characteristics of modern enterprise system, such as clear property rights, clear rights and responsibilities, separation of government and enterprise, and scientific management, but also combine the actual situation of insurance companies, such as industry characteristics, property rights structure, business scale, etc. Therefore, talents who are familiar with both enterprise management theory and practice and the management practice of international insurance companies are needed.
Second, China's insurance companies human resources management problems
1. Insurance talents are in short supply.
At present, there are 1.2 million insurance employees in China, but the overall number, structure and quality of insurance employees can't keep up with the development of the insurance market. The training of insurance professionals in actuarial science, underwriting, investment, claims settlement and exhibition industry is a gradual and continuous accumulation process, and the training of insurance professionals in China has only begun in recent years. At present, there is a serious shortage of insurance talents in all aspects in China, especially professional and technical talents such as actuaries and compound talents who know the international insurance market and are familiar with international insurance laws and regulations.
2. Insurance companies lack competitive incentive mechanism.
From a certain point of view, the essence of human resource management is to motivate employees to maintain their enthusiasm for work. Only by stimulating the internal motivation of the talent subject and fully mobilizing its enthusiasm, initiative and creativity can talents continue to add value. In addition to material needs such as salary and various benefits, employees' spiritual needs are also indispensable, mainly reflected in personal development and the need for success. However, at present, the reasonable talent selection system and the competition mechanism of survival of the fittest in insurance companies have not yet been formed, which has hindered talents from coming to the fore to varying degrees and affected the development of high-quality talents.
3. The normal flow of insurance talents is restricted.
The flow of insurance talents is the objective trend of the development of market economy. The shortage of insurance talents will inevitably lead to the flow of insurance talents between different insurance companies, but this normal flow is artificially restricted by some insurance companies. On the one hand, they don't take active measures to retain insurance talents, on the other hand, they hinder the retired insurance talents and hinder their normal development.
Thirdly, the analysis of human resources competition situation of insurance companies under the new situation.
1. After the influx of foreign insurance companies, the competition for talents will become more and more fierce.
With China's entry into WTO and the further opening of the insurance market, the attractive development prospects, training opportunities, advanced management system and high salary of foreign insurance companies are quite attractive to the insurance industry. With the escalation of business competition, the demand for high-level and specialized insurance talents is becoming stronger and stronger. If the problems of existing brain drain and potential brain drain of insurance companies are not solved, it will be difficult for China insurance companies to compete with foreign insurance companies.
2. The changes in the operating environment of the insurance industry have challenged the quality of the team.
At present, the shortage of insurance professionals will be one of the most serious challenges restricting the future development of China insurance industry. This is not only manifested in the shortage of existing talents and the intensified "talent war" after the entry of foreign insurance companies, but also in the fact that the current insurance education concept, teaching plan, curriculum and teacher status need to be fundamentally changed.
3. Talent competition is developing towards specialization and compound competition.
There are two characteristics: first, the demand for talents tends to be specialized, market competition will inevitably drive the development of economy and management technology, and the development of talents themselves will also advance in the direction of specialization. Second, the competition of professional talents has turned to high-tech information, insurance marketing, actuarial science, claims, insurance law and other majors, which has made the categories of professional talents more complete, integrated and infiltrated with each other, and the talents have developed into multi-functional talents.
IV. Measures to be taken in human resource management of insurance companies in China.
1. Establish a high-quality insurance company staff.
(1) We should establish an advanced leading group. Excellent leaders are very important to insurance companies. In the uncertain business environment, the leaders of insurance companies need to play a leading and decision-making role. They need to guide enterprises to operate according to law, provide competitive and high-quality services, improve efficient operation mechanism and make effective use of human resource management. In order to develop and grow, the leaders of general enterprises must be excellent, and backward enterprises should get rid of difficulties.
(2) To unite cadres and employees with advanced corporate culture. As a financial service enterprise, insurance companies should establish a people-oriented corporate culture, implement "humanized" management, and put respect for talents and the display of human potential in the first place in management. Through the implementation of cultural management, establish the values and behavior patterns that enterprises follow, vigorously carry forward the entrepreneurial spirit, and guide all employees to work together to achieve a unified and clear goal. Insurance companies should establish a humanized and scientific incentive mechanism, take into account the material and spiritual needs of talents, create an environment that respects employees, and encourage and restrain employees without compulsion. Insurance companies should carry forward the spirit of democracy and maintain frequent communication between management and employees. Management can listen carefully to employees' opinions, satisfy employees' desire for self-realization, and make employees realize the value of their participation in creating enterprises, so as to give full play to their subjective initiative and creativity.
(3) comprehensively improve the professional quality of employees and establish a training and development system. Under the new situation, training is not only to adapt employees to the needs of work, but also a channel to help employees improve their self-worth, and it is an important part of the company's human resources development and management. First of all, we should strengthen the training of new employees and develop, cultivate and use their potential; Secondly, insurance companies should rely on colleges and universities to train the required insurance talents.
(4) Actively create an atmosphere in which talents stand out. Whether a company can be full of vitality and continuous progress depends on whether it can stimulate the enthusiasm and intelligence of its employees. Personnel work under the new situation should establish a human resource management model that encourages, develops and cultivates employees' initiative and creativity, and establish a complete incentive and restraint mechanism. First of all, we should expand the employment mechanism and stimulate competition. Secondly, it is necessary to establish a scientific incentive and assessment mechanism. Thirdly, do a good job of retaining talents, attract talents with the influence of the company itself, and make good use of talents.
2. Establish an incentive and restraint mechanism that combines the personal development of the company and employees.
(1) Competitive incentives. Competition is an important means of motivation. The competition mechanism will make employees in an incentive state, make people feel a sense of urgency and motivation, enhance employees' dissatisfaction and promote the continuous improvement of the overall quality of talents.
First of all, in the employment system, enterprises should implement the appointment system and employment period system in management positions and posts, and at the same time, according to the needs of enterprise development, truly realize the market-oriented allocation of human resources. Through the standardized contract form, the rights and obligations of both parties are clarified, the behaviors of both parties are standardized, and the transition from fixed employment to contract employment and from identity management to post management is promoted.
Secondly, in the selection and appointment system, we should carry out competition for posts and introduce the competition mechanism of "openness, equality, competition and merit-based" into the selection and appointment of managers and post changes of employees. Pay attention to the selection and appointment of leaders and managers, on the one hand, activate the management team, so that the on-the-job personnel not only have 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, it is possible to let more and better talents take up leadership and management positions, broaden the horizons of selecting and employing people, and discover and master a group of young reserve managers with high quality, great potential and promising training prospects.
(2) Assessment and encouragement. The effectiveness of assessment is directly related to the quality of assessment, which is the key to stimulate managers' subjective initiative to the greatest extent. First of all, we must formulate scientific assessment standards. Starting from the actual work, set assessment items and indicators, define assessment contents and procedures, and pay attention to work performance. In terms of methods, it is necessary to implement classified quantitative assessment, distinguish objects, implement different assessment methods, classify quantitative assessment to evaluate performance, and evaluate comprehensive quality in many ways. In terms of timeliness, try to shorten the assessment cycle, implement dynamic assessment and improve timeliness. Secondly, we must seriously organize the implementation. In the implementation stage, we should make full preparations, operate accurately and analyze deeply to ensure the accuracy of the results and provide an objective and fair basis for the post adjustment of leaders and managers. Finally, effective incentive measures should be implemented. Take the assessment results as an important basis to motivate managers. The implementation of material incentives and spiritual incentives should reflect the seriousness and fairness of the assessment, give play to the role of assessment in screening, selecting and adjusting managers, and enhance the incentives for managers.
(3) salary incentives. Insurance companies should establish a market-oriented employment mechanism and a market-oriented salary system. Determining reasonable salary is an indispensable means to motivate employees, and a new distribution mechanism must be established to closely link employees with the development prospects of enterprises, in which * * * bears risks and * * * enjoys benefits. In order to retain talents, insurance companies must intensify the reform of internal distribution system and improve the external competitiveness of enterprise compensation policies. In enterprises, different incentive policies are implemented at all levels, and different remuneration packages are determined according to employees' positions, contributions and performance. Employee compensation should be linked with assessment indicators such as excess profit contribution, performance growth, risk income and market satisfaction, and the income gap should be appropriately widened. Insurance companies should try their best to explore ways and means for management elements and technical elements attached to human resources to participate in enterprise income distribution, so as to make it systematic and institutionalized. In addition, insurance companies should improve the incentive system of enterprise annuity. Enterprise annuity is a supplementary old-age insurance system independently established on the basis of basic old-age insurance and according to the principles of enterprise benefit, voluntariness and ability, and it is an important part of enterprise salary management. Together with wages, bonuses and other welfare items, it constitutes a "package salary" and becomes an important means to attract talents. Its long-term incentive and guarantee function is difficult to achieve by other non-statutory welfare measures.
Further reading: How to buy insurance, which is good, and teach you how to avoid these "pits" of insurance.