中国寿险业人才战略研究
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摘要
我国寿险行业的激烈竞争和快速发展,引发各界对寿险人才的关注。我国寿险行业的人才战略是研究要点所在。本文通过对我国寿险行业进行全面研究,同时对寿险公司集团代表和寿险股份公司代表进行重点案例分析,得知国内寿险行业的发展迫切需要科学的人才战略尚未系统、全面的规划。而寿险公司集团代表中国人寿保险集团和寿险股份公司代表中国人寿股份虽然制定了基本适应公司发展战略的人才战略,对寿险行业人才战略的制定有参考价值。但是,现有人才战略缺乏从寿险行业的角度全面考虑人才问题,也没有从国外一流金融集团和寿险公司借鉴先进的人才管理理念、体制机制。从对国内寿险行业的特征来看,国内寿险行业由保险监管部门、寿险行业组织、集团公司、股份公司共同组成的,因此国内寿险人才战略应由多主体共同负责构建。在此基础上笔者研究设计了我国寿险行业的人才战略。
寿险行业人才战略的制定,对国内寿险行业的人才战略目标、战略方针、战略重点、战略举措等方面都给予了比较全面的阐述,特别是在战略举措方面能够根据当前国内寿险行业发展的现状和发展趋势,从人才战略方面提出了支撑寿险行业实现又好又快发展的对策研究,从人才的总量、人才的结构、人才管理的机制设计等方面解决了寿险行业人才面临的问题,从而为寿险行业发展战略的实现提供了与之匹配的人才战略。
在制定人才战略的过程当中,选择中国人寿集团及其股份公司进行研究很有代表性。在对中国人寿集团的发展战略、人才现状及人才战略的案例分析过程中,发现了中国人寿集团要实现建设国际顶级金融保险集团的目标,向金融综合经营迈进,其人才战略存在诸多问题,在人才的结构上,在人才管理机制的设计上,在借鉴国际顶级保险集团和平安集团方面还存在许多要改进和完善的地方。通过这样的研究,进一步明确了中国人寿集团人才战略完善的方向和目标。通过研究中国人寿集团人才战略的重点和举措,解决了中国人寿集团向国际顶级金融保险集团迈进过程中与之匹配的人才战略问题。在对中国人寿股份公司的发展战略、人才现状和人才战略研究过程中,发现虽然其人才战略制定得比较内容翔实,但是,对公司目前发展过程中出现的主要问题缺乏从人才管理学的高度进行研究,其核心的问题公司效率低下,而造成这一问题的主要原因是公司在人才战略方面没有充分构建市场化的选人用人机制和绩效优先的分配机制,在人才管理上存在非合作博弈的现象,激励不相容。在与瑞士人寿和平安人寿进行比较研究,可供中国人寿完善人才战略具有宝贵的借鉴意义,那就是要努力从提高公司的整体效率为出发点,针对公司在人才战略方面存在的主要问题,从机制设计上科学制定体现只承认效率不承认特权的激励相容的一整套人才管理、开发、评价、激励的制度体系,建立健全适应把中国人寿股份公司建设成为国际一流寿险公司相匹配的人才战略。
寿险行业人才战略的具体实现,需要政府、教育、保险主体共同参与,我国寿险业人才战略的开发和和实施是个系统工程。由于其战略主体是多元化的,战略规划过程和内容以及战略落实的方式方法和效果是多层次的。为了真正达到发展我国寿险业整体人才队伍的战略目的,弘扬优秀的行业文化,整合全社会力量,特别是联络学校教育系统和寿险行业系统,政府足够重视,都是重要的、不可或缺的方面。
我国寿险行业、寿险集团、寿险股份在人才队伍方面多年来积累各自的经验和优势,有的都形成了制度化、规范化的流程,这为今后全面推进行业的人才战略准备了前提条件,同时有必要进行创新研究,在人才队伍建设方面提升内生的培养模式,从而提高人才队伍的核心竞争能力。
本研究有较强的现实指导意义,即通过提高行业人才素质,塑造行业文化和寿险形象工程,赢得客户支持,彻底解决当前困扰我国寿险业发展的“三个不认同”的问题。同时,本研究结论也有深远的历史意义,即顺应全球化潮流和我国新时期改革开放大势,引导我国寿险行业这一朝阳产业向着“市场化、专业化、国际化”的方向发展。
与前人研究相比较,本研究主要有四个方面的创新。
首先,笔者经过系统考察研究,首次制定了我国寿险业的人才战略。先从行业研究入手,进而针对集团公司代表和股份公司代表进行案例分析,所得结论互为补充,相互照应。所制定的行业人才战略在人才管理与开发等方面提出了一系列有使用价值的观点。
其次,在人才战略研究中能够运用纳什均衡经济学理论对寿险公司存在的主要问题进行了深刻分析,为破解寿险公司发展的困境提出了很有价值的建议。
第三,在人才战略的实施过程的研究中提出了行业、集团、股份三位一体的、互为联系的共生体系,并对行业、集团、股份等三方面的发展战略的实现明确提出了人才战略的支持。
最后,笔者通过研究行业、集团和股份公司人才队伍建设的实际基础上提出了人才自生培养模式。
As the insurance industry in China sees a fast growth and a fierce competition, the issue of human resource draws attention not only from the industry itself but also from the public. Starting from a case study of a parent company and its subsidiary, the research on the life insurance industry reveals that the practice of people management neither takes all the influencing factors into consideration, nor draws from the experience of top-tier financial groups despite the fact that China Life Insurance (Group) and China Life Insurance Company Limited has worked out strategies reflecting their own propositions. Actually a well-conceived strategy should be developed with concerted efforts as the insurance industry is mainly consisted of regulator, parent company and its subsidiaries. The dissertation makes endeavor to lay out a talent strategy for the insurance industry from a holistic approach.
Expounding issues on a talent strategy's objective, principle, focus and practice, the dissertation finds a solution to boost a fast and healthy growth in line with a current situation and a future trend of the insurance industry. At the same time, the dissertation maps out a strategy corresponding to the industry's development stage by addressing the issues on the supply, structure and management of the human resources.
The author chooses China Life Group and China Life Limited in a case study as China Life's parent company and its subsidiary are representatives of Chinese insurance industry. Reviewing the development strategy and the status quo of the human resources in scrutiny, the author believes that there is much room for improvement in terms of a talent strategy of China Life Group if it intends to build into an international insurance-based financial service provider, compared with top financial companies in the world and Ping'an Group in China. The benchmark analysis of employees'demography and management makes clear of China Life Group's objective and principles for a talent strategy which will meet the demands of China Life in striving for a global top financial group. In the same vein, China Life Limited's talent strategy is substantial in content but unclear in vision. The company doesn't have a market-oriented system and performance-driven distribution to recruit, select and motivate people, leading to inefficiency, non-cooperative game and incentive incompatibility. Drawing from Ping'an Group and Swiss Life Group, China Life should prioritize efficiency over authority in building an incentive compatible system of people's management, development, appraisal and motivation, which can reflect its talent strategy serving for the aim of a world-class life insurance company.
The implementation of a strategy should engage the concerted contributions from government, educational institutes and insurance companies as human resource development is a systematic project with a variety of participants. The program's design and practice has different working methods and therefore takes on a variety of performances. As such, the efforts of the educational and insurance service providers as well as the government's support are indispensable to the road of success.
It is undeniable that the parent company and its subsidiaries in China have accumulated experience for developing high-quality and above-average employees. Much of knowledge and experience have translated into a standard of operation in a written and formal regulation, laying a good foundation for an all-round advancement of human resources. At the same time, we have to take an innovative approach to develop talents from within. An internal growing model can improve the employee's core competitiveness.
The research endeavors to offer a practical solution to issues in reality rather than outline a theoretical framework. The author believes that "Three distrusts"(The distrust of life insurance from the client, the employee and sales people, and the society in general) will be addressed through improving people management, building a benevolent environment and winning the client's support. Meanwhile, the dissertation has a far-reaching historic implication as the author calls for a development of a life insurance industry in a direction of marketization, professionalism and international standardization and places high expectation on the potentials of this sunrise industry against the backdrop of deepening globalization and reform and open-up in a new age.
The study explores four areas with an innovative approach. First of all, the author draws up a talent strategy and proposes a practice to manage people and develop their potentials. The strategy and practice is justified by an industry analysis and the case study of a parent company and its subsidiary.
Secondly, the author uses Nash's equilibrium economic theory to give an insight into the main issues of the life insurance companies and accordingly offers valuable suggestions to break the growth bottleneck.
Thirdly, the author emphasizes the interdependence of the industry, the parent company and its subsidiary and maps out an all-compassing program to implement their talent strategies.
Last, the dissertation proposes a model of developing the talents and professionals internally by researching on a practice of the industry, the parent company and its subsidiary in terms of human resource management.
寿险行业人才战略的制定,对国内寿险行业的人才战略目标、战略方针、战略重点、战略举措等方面都给予了比较全面的阐述,特别是在战略举措方面能够根据当前国内寿险行业发展的现状和发展趋势,从人才战略方面提出了支撑寿险行业实现又好又快发展的对策研究,从人才的总量、人才的结构、人才管理的机制设计等方面解决了寿险行业人才面临的问题,从而为寿险行业发展战略的实现提供了与之匹配的人才战略。
在制定人才战略的过程当中,选择中国人寿集团及其股份公司进行研究很有代表性。在对中国人寿集团的发展战略、人才现状及人才战略的案例分析过程中,发现了中国人寿集团要实现建设国际顶级金融保险集团的目标,向金融综合经营迈进,其人才战略存在诸多问题,在人才的结构上,在人才管理机制的设计上,在借鉴国际顶级保险集团和平安集团方面还存在许多要改进和完善的地方。通过这样的研究,进一步明确了中国人寿集团人才战略完善的方向和目标。通过研究中国人寿集团人才战略的重点和举措,解决了中国人寿集团向国际顶级金融保险集团迈进过程中与之匹配的人才战略问题。在对中国人寿股份公司的发展战略、人才现状和人才战略研究过程中,发现虽然其人才战略制定得比较内容翔实,但是,对公司目前发展过程中出现的主要问题缺乏从人才管理学的高度进行研究,其核心的问题公司效率低下,而造成这一问题的主要原因是公司在人才战略方面没有充分构建市场化的选人用人机制和绩效优先的分配机制,在人才管理上存在非合作博弈的现象,激励不相容。在与瑞士人寿和平安人寿进行比较研究,可供中国人寿完善人才战略具有宝贵的借鉴意义,那就是要努力从提高公司的整体效率为出发点,针对公司在人才战略方面存在的主要问题,从机制设计上科学制定体现只承认效率不承认特权的激励相容的一整套人才管理、开发、评价、激励的制度体系,建立健全适应把中国人寿股份公司建设成为国际一流寿险公司相匹配的人才战略。
寿险行业人才战略的具体实现,需要政府、教育、保险主体共同参与,我国寿险业人才战略的开发和和实施是个系统工程。由于其战略主体是多元化的,战略规划过程和内容以及战略落实的方式方法和效果是多层次的。为了真正达到发展我国寿险业整体人才队伍的战略目的,弘扬优秀的行业文化,整合全社会力量,特别是联络学校教育系统和寿险行业系统,政府足够重视,都是重要的、不可或缺的方面。
我国寿险行业、寿险集团、寿险股份在人才队伍方面多年来积累各自的经验和优势,有的都形成了制度化、规范化的流程,这为今后全面推进行业的人才战略准备了前提条件,同时有必要进行创新研究,在人才队伍建设方面提升内生的培养模式,从而提高人才队伍的核心竞争能力。
本研究有较强的现实指导意义,即通过提高行业人才素质,塑造行业文化和寿险形象工程,赢得客户支持,彻底解决当前困扰我国寿险业发展的“三个不认同”的问题。同时,本研究结论也有深远的历史意义,即顺应全球化潮流和我国新时期改革开放大势,引导我国寿险行业这一朝阳产业向着“市场化、专业化、国际化”的方向发展。
与前人研究相比较,本研究主要有四个方面的创新。
首先,笔者经过系统考察研究,首次制定了我国寿险业的人才战略。先从行业研究入手,进而针对集团公司代表和股份公司代表进行案例分析,所得结论互为补充,相互照应。所制定的行业人才战略在人才管理与开发等方面提出了一系列有使用价值的观点。
其次,在人才战略研究中能够运用纳什均衡经济学理论对寿险公司存在的主要问题进行了深刻分析,为破解寿险公司发展的困境提出了很有价值的建议。
第三,在人才战略的实施过程的研究中提出了行业、集团、股份三位一体的、互为联系的共生体系,并对行业、集团、股份等三方面的发展战略的实现明确提出了人才战略的支持。
最后,笔者通过研究行业、集团和股份公司人才队伍建设的实际基础上提出了人才自生培养模式。
As the insurance industry in China sees a fast growth and a fierce competition, the issue of human resource draws attention not only from the industry itself but also from the public. Starting from a case study of a parent company and its subsidiary, the research on the life insurance industry reveals that the practice of people management neither takes all the influencing factors into consideration, nor draws from the experience of top-tier financial groups despite the fact that China Life Insurance (Group) and China Life Insurance Company Limited has worked out strategies reflecting their own propositions. Actually a well-conceived strategy should be developed with concerted efforts as the insurance industry is mainly consisted of regulator, parent company and its subsidiaries. The dissertation makes endeavor to lay out a talent strategy for the insurance industry from a holistic approach.
Expounding issues on a talent strategy's objective, principle, focus and practice, the dissertation finds a solution to boost a fast and healthy growth in line with a current situation and a future trend of the insurance industry. At the same time, the dissertation maps out a strategy corresponding to the industry's development stage by addressing the issues on the supply, structure and management of the human resources.
The author chooses China Life Group and China Life Limited in a case study as China Life's parent company and its subsidiary are representatives of Chinese insurance industry. Reviewing the development strategy and the status quo of the human resources in scrutiny, the author believes that there is much room for improvement in terms of a talent strategy of China Life Group if it intends to build into an international insurance-based financial service provider, compared with top financial companies in the world and Ping'an Group in China. The benchmark analysis of employees'demography and management makes clear of China Life Group's objective and principles for a talent strategy which will meet the demands of China Life in striving for a global top financial group. In the same vein, China Life Limited's talent strategy is substantial in content but unclear in vision. The company doesn't have a market-oriented system and performance-driven distribution to recruit, select and motivate people, leading to inefficiency, non-cooperative game and incentive incompatibility. Drawing from Ping'an Group and Swiss Life Group, China Life should prioritize efficiency over authority in building an incentive compatible system of people's management, development, appraisal and motivation, which can reflect its talent strategy serving for the aim of a world-class life insurance company.
The implementation of a strategy should engage the concerted contributions from government, educational institutes and insurance companies as human resource development is a systematic project with a variety of participants. The program's design and practice has different working methods and therefore takes on a variety of performances. As such, the efforts of the educational and insurance service providers as well as the government's support are indispensable to the road of success.
It is undeniable that the parent company and its subsidiaries in China have accumulated experience for developing high-quality and above-average employees. Much of knowledge and experience have translated into a standard of operation in a written and formal regulation, laying a good foundation for an all-round advancement of human resources. At the same time, we have to take an innovative approach to develop talents from within. An internal growing model can improve the employee's core competitiveness.
The research endeavors to offer a practical solution to issues in reality rather than outline a theoretical framework. The author believes that "Three distrusts"(The distrust of life insurance from the client, the employee and sales people, and the society in general) will be addressed through improving people management, building a benevolent environment and winning the client's support. Meanwhile, the dissertation has a far-reaching historic implication as the author calls for a development of a life insurance industry in a direction of marketization, professionalism and international standardization and places high expectation on the potentials of this sunrise industry against the backdrop of deepening globalization and reform and open-up in a new age.
The study explores four areas with an innovative approach. First of all, the author draws up a talent strategy and proposes a practice to manage people and develop their potentials. The strategy and practice is justified by an industry analysis and the case study of a parent company and its subsidiary.
Secondly, the author uses Nash's equilibrium economic theory to give an insight into the main issues of the life insurance companies and accordingly offers valuable suggestions to break the growth bottleneck.
Thirdly, the author emphasizes the interdependence of the industry, the parent company and its subsidiary and maps out an all-compassing program to implement their talent strategies.
Last, the dissertation proposes a model of developing the talents and professionals internally by researching on a practice of the industry, the parent company and its subsidiary in terms of human resource management.
引文
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9张韬.中外保险业开战在即.企业世界.2000(12)
0温鑫.后WTO时代的中国保险业发展.经济与贸易前沿.2008(12)
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12郭清.中国保险业发展的回顾与展望.中国城市经济.2007(9)：12-16
13劳伦斯·S·克雷曼,孙非等译.人力资源管理：获得竞争优势的工具[M].北京：机械工业出版社.1999：11-12
14罗斯玛丽.哈里森(.osemaryHarrison),约瑟夫.凯塞尔(Joseph Kessels),周金泉.知识经济时代人力资源开发：一个组织的视野.经济管理出版社[M].2004(8)
15 Walker.Alfred.J.The global HR modeI.HR Focus.1998(4)
16万顺科：民营企业基于企业发展阶段的人才管理模型,载《人力资源管理》2011年7期
17赵国祥：集约式人才管理模型探讨,载《心理学探新》1990年3期
18 Thodore W.Schults.Human Capital Investment and Urban Competitiveness.1960
19夏斌,陈道付著,中国金融战略2020,人民出版社p144
孙祁祥、郑伟等.入世十年与中国保险业对外开放——理论、评价与政策选择.经济科学出版社
21数据来源中国保险年鉴
22中国保监会人身保险监督部 险业的数据对比寿险业,趋势大概一致,故此表依旧具有参考价值。
24数据来源： 《中国保险年鉴》和《中国统计年鉴》。其中,中国寿险保费收入一栏的数据直接摘自《中国保险年鉴》；增长率一栏的数据是由笔者自己运算得出；寿险深度和寿险密度均由笔者根据《中国保险年鉴》和《中国统计年鉴》中的各年GDP及人口数推断得出。
25这一数据是根据《中国保险年鉴2010》—各保险公司人员结构情况表,笔者通过对寿险公司人员粗略的统计叠加得来,虽有误差,但估计误差不会超过5%。职工人数不包括营销、代理人员。
26图的绘制是根据《中国保险年鉴2010》—各保险公司人员结构情况表,笔者通过对寿险公司人员粗略的统计叠加得来,虽有误差,但估计误差不会超过5%。
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21数据来源中国保险年鉴
22中国保监会人身保险监督部 险业的数据对比寿险业,趋势大概一致,故此表依旧具有参考价值。
24数据来源： 《中国保险年鉴》和《中国统计年鉴》。其中,中国寿险保费收入一栏的数据直接摘自《中国保险年鉴》；增长率一栏的数据是由笔者自己运算得出；寿险深度和寿险密度均由笔者根据《中国保险年鉴》和《中国统计年鉴》中的各年GDP及人口数推断得出。
25这一数据是根据《中国保险年鉴2010》—各保险公司人员结构情况表,笔者通过对寿险公司人员粗略的统计叠加得来,虽有误差,但估计误差不会超过5%。职工人数不包括营销、代理人员。
26图的绘制是根据《中国保险年鉴2010》—各保险公司人员结构情况表,笔者通过对寿险公司人员粗略的统计叠加得来,虽有误差,但估计误差不会超过5%。
27同脚注4。
28同脚注4。
29同脚注4。
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