台湾寿险业务员训练需求评估-Delphi

台灣壽險業務員訓練需求評估－DelphiStudy之應用1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-DelphiStudyApproachABSTRACTNeedsassessmentsforlifeinsurancesalesrepresentativesshouldbeupdatedtofitarapidlychangingenvironmentinTaiwanandthetrainingcoursesalifeinsurancecompanydeliversneedtoadapttolearnerneedsanddesires.Needsassessmentisthefirststeptodevelopatrainingprogramandthisprocessshouldconsiderfactorsoforganizationalandjobneeds.ThelifeinsurancemarketinTaiwanchangedduetoglobalization,populationaging,andinformationtechnologyinnovation.Atthesametime,manyfinancialinstitutesbegantoreorganize,suchasmergingandacquiringeachotherorbecameamemberofafinancialholdingcompany.Thepurposesofthisstudywereto:(a)conductaneedsassessmenttoidentifyupdatednecessarycompetenciesforlifeinsurancesalesrepresentativesfortherapidlychanginglife台灣壽險業務員訓練需求評估－DelphiStudy之應用2insuranceenvironmentinTaiwan;and(b)identifyprioritytrainingforsalesrepresentativesinlifeinsurancecompanies.Amixed-methodapproachwasemployedinthisneedsassessmentresearchandidentifiedrankingsofnecessarycompetenciesfortheinsurancesalesrepresentatives.TheemphasiswasonqualitativedatafromthreeroundsofstandardizedinterviewsviaDelphiresearchtechnique,withquantitativedataanalyzedbyWilcoxonSignedRankTestwasusedtohelpranknecessarycompetenciesandinterpretresultsfromthequalitativedata.TheDelphipanel(N=10)wasselectedbypurposivesamplingofpeoplewithaknowninvolvementorexpertiseinlifeinsurancesalestraining.Besidesthesevennecessarycompetenciesidentifiedbythisstudyinthefirstplace,theDelphipanelistssuggestedthreeadditionalnecessarycompetenciesforlifeinsurancesalesrepresentatives.TheDelphipanelistsalsoindicatedasignificantlydifferentagreementlevelbetweensomenecessarycompetencies.Thefindingsofthisstudymayhelplifeinsurancecompaniesdesignmoreeffectivetrainingfortheirsalesrepresentatives.Moreover,thisstudymayhelplifeinsurancecompaniesidentifypriorityoftrainingneedsundershortageoftimeandbudget.INTRODUCTIONAnumberofstudieshavelookedattherelationshipbetweentrainingandproductivityandfoundevidenceofadirectlink.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.Theselaws台灣壽險業務員訓練需求評估－DelphiStudy之應用3offeralegalbasisforthecreationoffinancialholdingcompaniesthatofferbanking,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).Thesedataimplythattrainingsalesr