台湾寿险业务员训练需求评估DelphiStudy之应用.docx

台湾寿险业务员训练需求评估DelphiStudy之应用.docx

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台湾寿险业务员训练需求评估DelphiStudy之应用

台灣壽險業務員訓練需求評估－DelphiStudy之應用

范姜肱鄭鎮樑蔡世傑

元培科學技術學院企管系

實踐大學風險管理與保險系

元培科學技術學院研發處

摘要

本研究主要目的是要確認台灣在此變化迅速之環境中，如要成為一位稱職之壽險業務員，其必須具備之能力應為何。

本研究經德飛法（Delphi）等相關質性研究（qualitativeresearch）與數量方法（quantitativeresearch）之應用，得知專家學者們所一致共同確認之十項壽險業務員應具備之能力。

本研究發現專家學者對此十項應具備能力之重要性排序有顯著之差異。

壽險公司人力資源管理者在規劃壽險業務員教育訓練課程時應把焦點集中在本研究所確認之十項應具備能力，而十項應具備能力之排序，可幫助人壽保險公司人力資源管理者擬定訓練計劃時之參考，如此才能在有限預算與時間內，達到最大之訓練效果。

有助於提高台灣人壽保險業務員之訓練績效。

關鍵字：

needsassessment,Delphistudy,lifeinsurance,salesrepresentatives,necessarycompetence.

TrainingNeedsforTaiwanLifeInsuranceSalesRepresentatives-DelphiStudyApproach

ABSTRACT

NeedsassessmentsforlifeinsurancesalesrepresentativesshouldbeupdatedtofitarapidlychangingenvironmentinTaiwanandthetrainingcoursesalifeinsurancecompanydeliversneedtoadapttolearnerneedsanddesires.

Needsassessmentisthefirststeptodevelopatrainingprogramandthisprocessshouldconsiderfactorsoforganizationalandjobneeds.ThelifeinsurancemarketinTaiwanchangedduetoglobalization,populationaging,andinformationtechnologyinnovation.Atthesametime,manyfinancialinstitutesbegantoreorganize,suchasmergingandacquiringeachotherorbecameamemberofafinancialholdingcompany.

Thepurposesofthisstudywereto:

（a）conductaneedsassessmenttoidentifyupdatednecessarycompetenciesforlifeinsurancesalesrepresentativesfortherapidlychanginglifeinsuranceenvironmentinTaiwan;and（b）identifyprioritytrainingforsalesrepresentativesinlifeinsurancecompanies.

Amixed-methodapproachwasemployedinthisneedsassessmentresearchandidentifiedrankingsofnecessarycompetenciesfortheinsurancesalesrepresentatives.TheemphasiswasonqualitativedatafromthreeroundsofstandardizedinterviewsviaDelphiresearchtechnique,withquantitativedataanalyzedbyWilcoxonSignedRankTestwasusedtohelpranknecessarycompetenciesandinterpretresultsfromthequalitativedata.TheDelphipanel（N=10）wasselectedbypurposivesamplingofpeoplewithaknowninvolvementorexpertiseinlifeinsurancesalestraining.

Besidesthesevennecessarycompetenciesidentifiedbythisstudyinthefirstplace,theDelphipanelistssuggestedthreeadditionalnecessarycompetenciesforlifeinsurancesalesrepresentatives.TheDelphipanelistsalsoindicatedasignificantlydifferentagreementlevelbetweensomenecessarycompetencies.

Thefindingsofthisstudymayhelplifeinsurancecompaniesdesignmoreeffectivetrainingfortheirsalesrepresentatives.Moreover,thisstudymayhelplifeinsurancecompaniesidentifypriorityoftrainingneedsundershortageoftimeandbudget.

INTRODUCTION

Anumberofstudieshavelookedattherelationshipbetweentrainingandproductivityandfoundevidenceofadirectlink.Holzeretal.（1993）conductedasurveylookingathowproductivitychangeacrossfirmswasrelatedtochangesintraining.Bartel（1994）studiedthelinkbetweentrainingandproductivityandworkedwithsamplesofapproximately150firms.ThefindingofBartel’sstudyrevealedapositiveeffectoftrainingonproductivity.Inaddition,accordingtoresearchfundedbytheBritishEconomic&SocialResearchCouncil’sFutureofWorkProgrammer,companiesimplementingtrainingmayberewardedwithgreaterproductivity（“TrainingandDevelopment”,2003）,aswellassolidifyingtheirpositioninachanging,andincreasinglycompetitivemarketplace.

Thefinancialserviceindustry,includingbanks,insurance,andsecuritiesusuallyfaceissuesofcompliance,security,andregulationinpractice.Theseissuesputpressureoncompaniestotraintheiremployeestodotherightthing（Harris,2004）.Therefore,humanresourcemanagementneedstopaymoreattentiontoinvestingandtrainingsalesrepresentativeseffectively,aswellasprovidingthetoolstheyneedtohelpbusinessesbeproductive（Shephard,2001）.AccordingtothefindingsofasurveyconductedbyMellonFinancialCorporationin2003（“TrainingandDevelopment,”2003）,trainingwashelpfulforsalesrepresentativestoimprovetheirproductivity.

Inrecentyears,Taiwanhascontinueditsprivatization,liberalizationandderegulationprocess（Kwon,2002）.ItintroducedtheFinancialInstitutionsMergerLawin2000,theFinancialHoldingCompanyLawin2001,andtheFinancialSupervisoryBoardLawin2001.Theselawsofferalegalbasisforthecreationoffinancialholdingcompaniesthatofferbanking,insurance,securitiesandfinancialservicesthroughtheirsubsidiaries,andalsopermitjoint-marketingeffortsamongsubsidiariesoffinancialholdingcompanies（Kwon,2002）.In2002,TaiwanbecameaWorldTradeOrganization（WTO）member.Inresponse,itwasexpectedthatdomesticfinancialinstitutionswouldfacestrongcompetitionwithforeigninstitutionsand,asaresult,triggeratremendouschangeinthefinancemarket（Chiu,2000）.Atthesametimethatbusinesscompetitionwasheightened,alackoftrainingtoimprovenecessarycompetenciesincreasedtheunhappinessofsalesrepresentatives（Myers&Torrington,2001）.

AccordingtheInsuranceInstituteofTheR.O.C.（IIROC）（2004）,91%oflifeinsuranceemployeesweresalesrepresentatives.Moreover,trainingpracticesintheU.S.A.basedonasurveyofmorethan2,300businessesandsalesrepresentatives,representedapproximately11.3%ofthetotaltraininghours,andaccountedfornearly$5.7billioninexpendituresin1994（Gillian,1995）.Itmighttakemonths,andpossiblyevenyears,beforeafirmisabletorecoupthistraininginvestment（Reichheld,1996）.Thesedataimplythattrainingsalesrepresentativesmaybethemostimportanttaskinthelifeinsuranceindustry’strainingprogram.

Thetrainingcontentdeliveredtothelearnersdependsonthetraininggoalsetbythetrainer（Noe,Hollenbeck,Gerhart,&Wright,2003）.Often,traininggoalsdemandbehaviorthatlearnersareincapableofperforming,donotcatertolearnerinterests,ormaylistoutcomesthatlearnershavealreadyattained.Asaresult,trainingprogramsmaybejudgedunsuccessful（Ornstein&Hunkins,1998）.

TheLifeOfficeManagementAssociation（LOMA）offersaconvenientandaffordabletrainingprogramwhichincludes100coursesclassifiedintofourcategories:

life&healthinsurance;retirementplanning;moneymanagement;andsecurities.Thesecourseshelpsalesrepresentativesearncontinuingeducationcredits,andthentorenewtheirlicenses（Donaldson,2003）.Althoughagoodfirststep,thechangingmarketplaceputsmoreresponsibilityonsalesrepresentativestounderstandandreacttochangequicklyandappropriately.Therefore,trainingneedsgobeyondtakingaseminarorearningcontinuingeducationcreditstowardsalesrepresentatives’licenserenewal（Parmenter,2004）.

BasedonRegulationsGoverningtheAdministrationofInsuranceSolicitorsofR.O.C.,lifeinsurancesalesrepresentativeshavetoattendastandardtrainingprogramandpassthelicenseexaminationbeforetheysellapolicy（IIROC,2004）.Besidesthestandardtrainingprogram,lifeinsurancecompaniesinTaiwanalsohaveanobligationtoprovideadditionaltrainingprogramsfortheirsalesrepresentatives.MostoftheseadditionaltrainingprogramsareimportedfromeitherLOMAortheLifeInsuranceMarketingResearchAssociation（LIMRA）.BothLOMAandLIMRAareinternationalinstitutionsfoundedintheU.S.A.whichfocusonofferingtrainingcoursestohelpsalesrepresentativesmaintaintheirlicense（Donaldson,2003）.Therearesometrainingproblemsemerging.Thefirstproblemisthatneedsassessmentsforlifeinsurancesalesrepresentativesmightbeupdatedtofitarapidlychangingenvironment.Second,thetrainingcoursesalifeinsurancecompanydeliverneedtoadapttolearnerneedsanddesires.ThepurposeofthisstudyistoconductaneedsassessmenttoidentifyupdatednecessarycompetenciesforlifeinsurancesalesrepresentativesfortherapidlychanginglifeinsuranceenvironmentinTaiwan.Thisstudywillbeguidedbythefollowingresearchquestions.

1.AccordingtoDelphipanelists,whatcompetenciesarenecessaryforlifeinsurancesalesrepresentativesinTaiwan?

2.WhataretherankingsofnecessarycompetenciesforlifeinsurancesalesrepresentativesbaseduponDelphipanelists’opinions?

LITERATUREREVIEW

TheoreticalFramework

Inancevich（1992）assertedthattheneedsassessmentinvolvedtheanalysisoftheorganization’sneeds;knowledge,skill,andabilityneedstoperformthejob;andthepersonorjobholder’sneeds.Robert（1999）studiedthesameconceptandfoundthataneedsanalysistypicallyhadatwofoldfocus:

organizationalanalysisandoperationalanalysis.Boththesestudiesfoundthatorganizationalanalysiswasusedtoanalyzetheneedsoftheentireorganizationnowand,inthefuture;andoperationalanalysiswasusedtoanalyzetheneedsofaspecificgroupofjobsorpositions（Inancevich,1992;Robert,1999）.

Theworkenvironmentunderwentmajorchangesinthebeginningofthe21stcentury,andthemoreimportantchangesweredrivenbycorporations’needtobemorecompetitiveinternationally（Yeatts,Folts,&Kapp,2000）.Furthermore,flexibilitybecamethenorminmanyworkenvironments,replacingthemoretraditionalandroutinizedapproachestowork.Theresultwasaworkplacethatrequiredalmostconstantadaptationbyemployeestoachievemoreproductivity（Beyerlein&Teal,1993;Dychtwald,Erickson,&Morison,2004;Fairris,2002;Feldman&Pentland,2003;Lawler,1986;Mitchell-Ketzes,2004;Yeatts&Hyten,1998）.Atchley（1987）definedadaptationas“theprocessofadjustingoneself,bothinwardlyandoutwardly,tofitsituationorenvironment”（p.243）.ArecentstudyconductedbyYeatts,Folts,andKnapp（2000）constructedaconceptualframeworkfo