Research On The Optimization Of Year-end Performance Appraisal Plan Of C Life Insurance A Provincial Branch

Judging from the data released by the China Banking and Insurance Regulatory Commission on the "Circular on the Registration of Sales Practitioners of Insurance Companies at the End of 2021",the number of life insurance company agents has declined significantly,and the large-scale loss of agents has directly led to unsustainable premium growth for insurance companies.Coupled with the impact of consumer insurance on critical illness products and the continued low return on investment due to the external economic environment,life insurance companies are faced with operating difficulties.The back office of the team that originally served tens of millions of agents is facing optimization,and major life insurance companies have shouted the slogan of "three reductions and one increase",demanding to reduce personnel,reduce area,reduce costs,and increase efficiency!C Life Insurance Company is a medium-sized life insurance company,and its provincial branch in province A was established in 2011.The A provincial branch faces a fiercely competitive market environment.On the one hand,it is challenged by the economies of scale and brand effects of large-scale life insurance companies.On the other hand,it is challenged by the price advantages of small-scale life insurance companies.From the perspective of the A provincial branch,the branch has been continuously expanding in recent years,leading to an increase in fixed costs.However,its own operational performance has not significantly improved along with this expansion,and the branch is facing pressure from operating costs.This situation severely restricts the company’s business operations and development.At this stage,the company needs to use management tools such as year-end performance evaluations to incentivize employees and to eliminate underperforming staff,thereby facilitating the company’s development.The year-end performance evaluation plan for the A provincial branch has always been designed in accordance with the performance evaluation plan of the company’s headquarters.However,there are significant differences in the organizational structure,personnel types,and functional roles between the headquarters and the provincial branch.While using the headquarters’ evaluation template may be more convenient,its effectiveness is greatly compromised.This article focuses on the year-end performance evaluation issue of C Life Insurance Company’s A provincial branch.Following the research approach of "identifying problems--analyzing problems--solving problems," this study is based on the knowledge of performance evaluation,combined with the actual situation of the A provincial branch,and employs literature analysis,survey questionnaire,and in-depth interview methods to explore and analyze the current year-end performance evaluation issue of the A provincial branch.The study proposes an optimized reform plan for year-end performance evaluation,which uses a classification-based evaluation as the guiding principle,separating the organizational performance and individual performance,and dividing the performance of business and functional department personnel for discussion.Different performance evaluation methods will be used,together with a more reasonable scoring relationship to implement the year-end performance evaluation work.This will enable the year-end performance evaluation work of the provincial branch to play a commanding role and help to mobilize the enthusiasm of employees.It will also enable the company’s management personnel to carry out management activities more effectively and improve the company’s operational efficiency.Moreover,as a state-owned enterprise,the successful implementation of the optimized year-end performance evaluation plan of the company will have certain reference significance for other state-owned enterprises of the same type undergoing reform.