壽險業團隊績效與團隊成長之研究

Abstract

組織擴張是每間公司都追求的，尤其對於壽險公司，業務人才多寡更是成敗的關鍵，而人才的培養與訓練卻是不易，不但需要花費大量的時間與金錢，還不一定能培養出優秀人才，如何透過選才、育才、進而因材施教，減少人才培訓的流失率，是本研究的重點。 本研究以個案公司的業務成員為研究對象，透過不同個案歷年來業績績效、增員績效、增才管道、用才方式、DISC人格特質測驗的配適性分析問題並了解問題。本研究以質性研究為主，藉由分析團隊擴張需要的動能，尋找最適合團隊的擴張方式。 本研究共有兩個發現。第一，甲型與乙型人格特質的業務員，通常會有較好的業績表現。但若一個團隊中只有甲型與乙型的業務員，團隊無法穩定、平衡的擴張，不同類型的業務人才，透過合適的配置後，在團隊中都扮演不可或缺的角色。 第二，選擇有工作經驗、年紀超過30歲的緣故增員對象，並且要求其考取更多金融相關專業證照、增加其專業知能、並搭配完整的教育訓練，可以降低團隊脫落率，可以達到團隊穩定的擴張。All the organizations are perusing the expansion. The numbers of the salesmen are the core value of the life insurance companies. It takes a huge amount of time and money to invest into developing and training the new salesmen. Selecting, training and properly putting these employees in the right positions are the most critical issues for this research to discuss. The salesmen of the life insurance company are the subjects of this research. We evaluate problems through the following dimensions, such as the profits they make, the way they hire new employees, the way they fit the employees, and DISC metrics. Besides, we use the multiple-case studies to understand the motivation of the expansion of the organization, and try to find out the most proper way of expansion. We have two findings in this research. First, salesmen with the type A and type B personalities would have better performance on making profits. But it needs vary diverse characteristics of members when it comes to a stably expending team. Second, when the new employees with working experience, over 30 years old and with related license as qualification, the proper training would be able to keep members in the team, and therefore helps the team to reach the goal of stabilizing the expansion of the organization.