分析保险业的竞争力核心，其以人为根本，在保险业的竞争中，员工的竞争是竞 争的关键所在，是保险企业能否在竞争中脱颖而出的关键筹码。相关统计资料表明， 在过去的三年间，HX保险HB分公司下属支公司的经理与副经理等骨干员工中有百分 之四十流入其他同行企业，或是跳槽至其他行业，内勤的流失直接导致基层的业务外 勤的同方向流失，半数以上具有优秀业绩的老业务员流入新公司，约百分之三十职工 流向其他行业。如此大的流动率不仅仅是增加了公司的运作成本，造成了组织缺乏凝 聚力，增长了竞争对手的员工实力，而且最为实际的是给分公司稳定经营发展带来了 极大的风险，本文聚焦HX保险HB分公司员工流失及控制问题，提出问题解决思路和 办法。 本文首先对寿险公司行业特征做出界定，并对保险公司员工流失情况进行了分 析，剖析保险公司员工流失的特点及本质性原因。其次，重点对HX人寿HB分公司员 工流失情况进行了介绍。同时，实证分析HX人寿HB分公司员工流失影响因素，从而 找出HX人寿HB分公司员工流失的本质原因。第三则是对HX人寿HB分公司员工流 失预防机制构建。主要从事前、事中以及事后三个过程来加以预防，通过多角度、多 层次的预防机制构建，最大程度上降低员工流失率。第四则是对HX寿险HB分公司员 工流失控制措施的评估和改进。首先对措施实施的预期进行了评估，重点从留存率和 忠诚度方面进行分析，可以看出，措施的制定促进了HB分公司员工留存率的提升， 但也存在着需要改进的地方，例如，绩效考核体系，佣金制度，核心员工的管理等方 面。 在文章分析上，笔者主要使用理论结合实际案例分析的办法以及文献综述法，并 结合使用对比分析法、问卷调查法、规范分析法，以便更科学地展开研究，在现代员 工流失理论的基础之上，进行员工流失问题的分析，重点研究员工流失的原因，对企 业的留人制度提供参考，并做出改进，从而达到减少员工流失，提高企业经营业绩的 目标。 本文的研究价值体现在为HX保险HB分公司员工流失构建了防范体系，缓解HX 保险HB分公司由于员工流失给公司带来的压力，同时为国内保险公司的员工流失防 范提供一些借鉴。 关键字：人寿保险 员工流失 控制策略 ABSTRACT The insurance industry is an industry with people's core competitiveness, so the competition for talents has become an important bargaining chip in the competition. Relevant statistics show that in the past three years, 40% of managers and deputy managers of HX Insurance HB Branch have flowed to other insurance companies or non-insurance industries. The loss of internal logistics directly leads to the same level of business at the grassroots level. The direction has been lost, and more than half of the old business people with good performance have turned to new companies, and more than 30% have turned to other industries. Such a large turnover rate not only increases the operating cost of the company, but also causes the organization to lack cohesiveness and increase the talent strength of the competitors. Moreover, the most practical thing is to bring great risks to the stable operation and development of the branch. HX Insurance HB Branch Brain Drain and Control Issues, Asking Questions and Solutions. This paper first defines the industry characteristics of life insurance companies, and analyzes the brain drain of insurance companies, and analyzes the characteristics and essential reasons of the brain drain of insurance companies. Secondly, the key employee HX Life HB branch employee turnover was introduced. At the same time, empirical analysis of the factors affecting the employee turnover of HX Life HB Branch, in order to find out the essential reasons for the loss of employees of HX Life HB Branch. The third is the construction of the employee turnover prevention mechanism of HX Life Insurance HB Branch. It is mainly engaged in the prevention of the three processes of pre-, post-, and post-event, and is constructed through multi-angle and multi-level prevention mechanisms to minimize the turnover rate. The fourth is the evaluation and improvement of the employee turnover control measures of HX Life Insurance HB Branch. First, the expectations of the implementation of the measures were evaluated. The analysis focused on the retention rate and loyalty. It can be seen that the formulation of the measures has promoted the retention of employees in the HB branch, but there are also areas for improvement, for example, Performance appraisal system, commission system, III management of core employees, etc. This paper comprehensively uses literature review method, theoretical research combined with case study method, questionnaire survey method, comparative analysis method and normative analysis method, based on the theory of modern employee turnover, discusses the problem of employee turnover, and analyzes its causes, aiming to further improve its retention. Mechanism to reduce employee turnover rate and thus create better business performance. The research value of this paper is embodied in the prevention system for the brain drain of HX Insurance HB Branch, which alleviates the pressure brought by HX Insurance HB Branch to the company due to the brain drain, and provides some reference for the prevention of brain drain of domestic insurance companies. KEYWORDS: Life insurance, employee turnover rate, analytic hierarchy process 目 录 摘要 . I Abstract ...................... II 第一章 绪论 ............. 1 1.1研究背景及意义 ... 1 1.1.1研究背景 ......... 1 1.1.2研究目的和意义 ........................... 2 1.1.2.1研究目的 .. 2 1.1.2.1研究意义 .. 2 1.2国内外研究现状 ... 3 1.2.1国外研究现状 .... 3 1.2.2国内研究现状 .... 4 1.2.3国内外研究现状的评述 ................... 5 1.3研究方法和研究思路 ......................... 6 1.3.1研究方法 ......... 6 1.3.2研究思路 ......... 6 1.4论文结构和内容 ... 7 第二章 员工流失控制概念和基础理论知识概述 ....... 9 2.1概念界定 ................ 9 2.1.1保险公司员工的界定 .................. 9 2.1.2员工流动和员工流失判定 ........ 9 2.2保险公司员工流失的影响 ............. 10 2.2.1员工流失影响保险行业的整体发展 ................... 10 2.2.2员工流失对公司造成的间接损失 ........................ 11 2.3激励的主要理论研究 ....................... 11 第三章 HX人寿HB分公司人力资源现状及员工流失分析 ................... 13 3.1公司概况 .............. 13 3.2 HX人寿HB分公司员工流失现状 .............................. 13 3.2.1目前分公司人员基本情况 ...... 13 3.2.2月度内勤员工流失率较高 ...... 14 3.2.3累计流失情况系统排名落后 .. 15 3.3 HX人寿HB分公司员工员工流失分析 ...................... 16 V 3.3.1调查问卷设计 ............ 16 3.3.2调查方法及分析指标说明 ....................... 16 3.3.2.1调查方法 ............. 16 3.3.2.2指标说明 ............. 17 3.3.3数据整理分析 ............ 17 3.3.3.1个人信息部分数据分析 .................... 18 3.3.3.2员工流失影响因素统计结果 ............ 22 3.3.3.3影响HX人寿HB分公司员工流失的综合因素分析 ....... 24 3.3.3.4 HX人寿HB分公司员工流失的问题 . 27 3.3.4 HX人寿HB分公司员工流失的原因分析 29 3.3.4.1绩效考核 ............. 29 3.3.4.2薪酬待遇 ............. 30 3.3.4.3员工职业生涯规划 ............................ 31 3.3.4.4工作满意度 ......... 32 第四章 HX人寿HB分公司员工流失预防机制构建 .... 34 4.1事前的预防措施 . 34 4.1.1提供良好的发展环境 ................ 34 4.1.1.1加强公司内部体制改革 .... 34 4.1.1.2创造良好的人文环境 ......... 34 4.1.2创建鲜明的企业文化 ................ 35 4.1.3加强员工招聘管理 .................... 35 4.1.3.1岗位说明书作为指导性文件 .......................... 36 4.1.3.2制定招聘计划 ...................... 36 4.1.3.3员工招聘途径的创新 ......... 36 4.2事中的管理措施 . 37 4.2.1建立合理的薪酬制度 ................ 37 4.2.1.1短期激励协议薪酬制 ......... 37 4.2.1.2多样化员工福利方案 ......... 37 4.2.2完善组织绩效考核 .................... 38 4.2.2.1完善绩效考核内容 ............. 38 4.2.2.2增加绩效考核频次 ............. 38 4.2.2.3重视考核沟通和结果反馈 .............................. 38 4.2.3帮助员工制定职业生涯发展计划 ........................ 39 4.2.3.1科学合理的职位体系 ......... 39 4.2.3.2综合全面的评估体系 ......... 39 4.2.3.3加强员工培养，搭建个人职业发展通道 ... 39 4.3事后的控制措施 . 40 4.3.1健全约束制度 ............................. 40 4.3.1.1劳动合同 40 4.3.1.2培训赔偿制度 ...................... 40 4.3.2加强员工离职管理 .................... 41 第五章 员工流失控制措施的评估与调整 ..................... 42 5.1措施评估 ................. 42 5.1.1员工留存率 ...... 42 5.1.2员工忠诚