Study On The Optimization Of The Performance Appraisal System Of Basic-level Staff Of Jingfa Insurance Tianjin Branch

In the past two years,many industries,such as accommodation and catering,tourism and entertainment,have been greatly affected by the COVID-19 epidemic,with some even on the verge of bankruptcy.The financial industry,which lies at the core of modern economy,is also affected accordingly.As one of the three carriages of the financial industry,the insurance industry,especially the small and medium-sized life insurance companies,experienced a significant decline in performance,which brought a lot of operating pressure to the insurance companies.At the same time,the continuous influx of excellent foreign insurance companies has also brought small and medium-sized insurance companies a lot of competitive pressure,in addition to performance and customer grabs,but also talent poaching."Talent",as the most important capital of insurance competition at the present stage,insurance companies have to consider how to retain talents,how to mobilize the enthusiasm of talents,how to use talents in appropriate places,and maximize the value of talents.These thoughts will become an important topic of concern for insurance companies.Method based on the Beijing insurance co.,LTD.,tianjin branch grass-roots staff performance appraisal system as the research direction,on the basis of all kinds of theoretical knowledge,using literature study,questionnaire,interview method and so on operating conditions of tianjin branch,organization structure,personnel situation,analyzing the present situation and problems of grass-roots staff performance appraisal research,According to the actual operation and personnel situation of Tianjin Branch,the problems found and causes are deeply analyzed.At the same time,the key indicator method,important event method and other methods are used to reorganize,screen and clarify the performance appraisal indicators of the grass-roots staff of Tianjin Branch,find out the most critical indicators for quantitative analysis,and on this basis,each department again breaks down the indicators in detail.Key indicators continue to be divided into key quantitative indicators,key behavior indicators,core quality indicators,special assessment indicators,etc.,and further weight distribution of the above indicators,the formulation of evaluation standards,etc.At the same time,in order to ensure that the optimized program can be implemented,a series of safeguard measures are formulated.Such as the leadership to pay high attention to,increase the sense of participation of employees,improve the performance appraisal system,and finally laid a good foundation for the sustainable and steady development of Tianjin Branch.