基于目标管理的保险电销中心TSR绩效考核研究——以T电销中心为例

The Performance Evaluation of the MBO-based Insurance Telesales Center——Taking T Call Center as an example

目标管理是一种以结果为导向的绩效考核方法,近年来被广泛运用于四川保险电销中心的TSR绩效管理中。由于目标管理在电销中心的运用正处于初始阶段,因此,存在着目标分解难度大、团队长的非专业性、绩效管理的负向惩罚不到位等问题,这些问题直接制约着绩效管理的有效性,从而导致绩效结果的不公平、绩效评估满意度低等,进一步导致TSR的高流失率。解决上述问题的根本途径是优化目标管理在电销中心的流程,具体而言包括:培育目标管理的实施基础,为目标管理的实施扫清障碍;依据不同类型的TSR,针对性地制定绩效目标;在TSR实现绩效目标的过程中,不断强化、追踪、调整目标;有效进行绩效考核,结束TSR的监督与申诉;正确地运用绩效考核结果,并与人力资源管理其他板块有效衔接。

MBO is a result-oriented evaluation method, and in recent years, it has been widely applied to the performance management of TSR in the Insurance Telesales Center in Sichuan Province. Because MBO＆#39;s application is on initial phase in telesales, there are some problems such as difficult target decomposition, non-professional team, and non-fulfillment of negative punishment in performance management and so on. These problems directly restrict its effectiveness and result in unfairness of the results and lower satisfaction of performance evaluation. As a result, it further leads to higher loss rate of TSR. The basic solution to solve these problems is to optimize MBO procedures in the telesales. Specially, the solution includes to cultivate the implementing foundation of MBO and clear obstacles for the MBO＆#39;s implementation. According to all kinds of TSR, performance goals should be set up. In the process of TSR achieving the performance goals, the aims should be strengthened, traced, and adjusted continuously. Effective evaluation should be made and TSR supervision and appeal should be ended. The results of evaluation should be correctly applied and connected with the other modules in human resource management.