壽險業業務主管的團隊績效:人力資本與社會資本觀點

Abstract

金融服務產業在近幾年疫情的影響下，發生重大的改變：科技運用的提升、法遵及監理的要求等等，金融業者的經營面臨極大挑戰。根據中華民國人壽保險商業同業公會會員公司名錄記載，截至目前為止，台灣地區人壽保險公司共計22家，其中本國公司19家， 3家外商在台分公司。在疫情的影響之下，全球經濟發生重大改變，相對地也發現消費者的對保險及風險的意識大幅抬頭，人壽保險公司也因此受益，疫情期間的保費成長率高於平均。因此保險公司為了自身業務量的成長以及因應經濟大規模變化勢必需要進行準備，應考慮採取更全面的方法強化招聘與留住人才策略，那麼保險公司所面臨的難題即是：人才從何而來、如何招募與留住這些人才？ 而金融業一直以來對於專業與證照都有相當高的要求，並且需時時需因應政府政策及國際經濟市場的變化，有鑒於此產業特性，在台灣保險觀念普及化之後，金融業外勤業務一向都被認定專業能力愈高則績效愈好，壽險業務甚至還經常被認為要了解醫療相關知識之專業。本研究目的為探討台灣保險公司內部自行培育的外勤業務主管與外部挖角的外勤業務主管的績效優劣，他們的人力資本與社會資本對於所帶領團隊人才留任的影響。 本研究採用個案研究法，深入訪談個案公司的八位通訊處處經理，研究結果發現，從八位受訪者的訪談內容可知，壽險業的外勤業務主管無論是自行培育或者是來自同業挖角的外勤業務主管，主管本身所具備的社會資本豐厚者較能帶來較高的團隊績效，而壽險公司應雙管齊下、同時透過培育及挖角廣納人才以擴大組織提升績效。

The financial service industry has undergone significant changes through Covid-19. The technology application has improved, also in legal compliance and supervision requirements. Financial businesses need to work on their operations. According to the list of member companies of the Life Insurance Business Association of the Republic of China, there are 22 life insurance companies in Taiwan, including 19 domestic companies and three foreign companies in Taiwan.Under the epidemic's impact, significant changes have occurred in the global economy. Consumers have also found that their awareness of insurance and risks has increased, and life insurance companies have benefited from this. The growth rate of premiums during the epidemic period was higher than the average. Therefore, insurance companies must prepare for the growth of their business volume and respond to large-scale economic changes. They should consider adopting a more comprehensive approach to strengthen recruitment and retention strategies. The problem facing insurance companies is: Where do talents come from? How to recruit and retain these talents?The purpose of this study is to explore the performance of the internal self-cultivated business executives and the externally poached field business executives of Taiwanese insurance companies and the impact of the supervisor's human capital and social capital on the retention of the team led by the supervisor. This study adopts the case study method and in-depth interviews with eight communication department managers of the case company. According to the results of the study, from the interviews of the eight interviewees, field business executives in the life insurance industry generally believe that whether they are self-cultivated field business executives or poached from peers, those with rich social capital themselves are more likely to bring better team performance. Life insurance companies should adopt a two-pronged approach to expand the organization and improve performance by cultivating and poaching talents simultaneously.