Paper代寫范例：Job Attitudes in the Insurance Industry

Paper代寫范例-保險(xiǎn)業(yè)的工作態(tài)度。本文是一篇留學(xué)生paper寫作范文，主要內(nèi)容是講述保險(xiǎn)業(yè)一直以“黏糊糊的銷售人員”和高得離譜的離職率而臭名昭著。在行業(yè)內(nèi)部，保險(xiǎn)銷售是一項(xiàng)面臨節(jié)奏的工作，在銷售業(yè)績和產(chǎn)生新的或潛在的業(yè)務(wù)方面，來自上層的巨大壓力。這些少數(shù)因素和許多其他因素對保險(xiǎn)代理人職位上的個(gè)人有很大影響。這與保險(xiǎn)代理人的工作態(tài)度直接相關(guān)，而工作態(tài)度會影響工作表現(xiàn)的其他因素。下面就一起來看一下這篇Paper代寫范例的具體內(nèi)容。

The insurance industry has forever been notorious for having “slimy salespeople” and an absurdly high turnover rate. Inside the industry, the world of insurance sales is a faced-paced job with a large amount of pressure coming from above in regards to sales performance and generating new or prospective business. These few factors and many others have a large impact on the individual in the insurance agent position. This correlates directly to the insurance agent’s job attitude, which can affect other factors of job performance among other things.  

The findings that I made in my interviews and personal experience with Farmers Insurance may surprise those who are not familiar with the inner workings of insurance companies. In general, the infamous high-turnover issue that Farmers and the rest of the industry suffer from is getting worse. There is a unique dynamic between new hires and what are called “top producers” for the company, and the way that Farmers Insurance is geared towards each type of insurance agent.

我在采訪中的發(fā)現(xiàn)和對農(nóng)夫保險(xiǎn)公司的親身經(jīng)歷可能會讓那些不熟悉保險(xiǎn)公司內(nèi)部運(yùn)作的人感到驚訝。總的來說，農(nóng)民和其他行業(yè)所面臨的臭名昭著的高營業(yè)額問題正在變得更糟。在新員工和公司所謂的“頂級生產(chǎn)商”之間，以及農(nóng)夫保險(xiǎn)公司面向每種類型的保險(xiǎn)代理人的方式之間，存在著獨(dú)特的動(dòng)態(tài)。

In this paper, I will go over my findings and recommendations for moving forward in relation to job attitudes at Farmers Insurance, especially in the insurance agent position. I interviewed several individuals at Farmers Insurance to gain some perspective from current employees on the inside. Additionally, I will go over what Farmers Insurance is doing in regards to job attitude and performance-driving, and how it actually affecting the individual insurance agent. After that, I will dive into my recommendations for the company, as well as a few for prospective employees, and seasoned veterans in the insurance industry alike.

在這篇論文中，我將回顧我的調(diào)查結(jié)果和建議，以促進(jìn)農(nóng)夫保險(xiǎn)公司的工作態(tài)度，特別是在保險(xiǎn)代理人職位上。我采訪了農(nóng)夫保險(xiǎn)的幾位員工，從內(nèi)部現(xiàn)任員工那里獲得了一些視角。此外，我將介紹農(nóng)夫保險(xiǎn)在工作態(tài)度和績效驅(qū)動(dòng)方面所做的工作，以及它對個(gè)人保險(xiǎn)代理人的實(shí)際影響。之后，我將深入研究我對公司的建議，以及對未來員工和保險(xiǎn)行業(yè)經(jīng)驗(yàn)豐富的退伍軍人的一些建議。

Farmers Insurance is a large label insurance company that most everyone has heard about through commercials and other means of advertising. Farmers is perennially in the top 3 insurance carriers in the United States and is frequently in the spot. Farmers Insurance is actually the marketing name of the company and is, in reality, a group of insurance companies that write policies for different forms of risk. In addition to the varying companies under the umbrella of Farmers Insurance, agents frequently sign as producers for companies outside Farmers so they can write insurance products that are not written by any of the Farmers Insurance companies.

農(nóng)夫保險(xiǎn)是一家大型保險(xiǎn)公司，大多數(shù)人都通過商業(yè)廣告和其他廣告方式聽說過它。農(nóng)夫保險(xiǎn)一直是美國排名前三的保險(xiǎn)公司，經(jīng)常位居第二。農(nóng)夫保險(xiǎn)實(shí)際上是該公司的營銷名稱，實(shí)際上是一組為不同形式的風(fēng)險(xiǎn)制定保單的保險(xiǎn)公司。除了農(nóng)夫保險(xiǎn)旗下的不同公司外，代理商還經(jīng)常簽約為Farmers以外的公司的生產(chǎn)商，以便他們可以承保非Farmers保險(xiǎn)公司承保的保險(xiǎn)產(chǎn)品。

I collected information by interviewing previous coworkers, as I have worked for Farmers Insurance in varying capacity before this assignment. I reached out through conventional means to set up a lunch or coffee meetup, as to help make the interviewee comfortable. I made it clear that all information that I gathered would be maintained as confidential as to not have any retaliation by Farmers Insurance as a result of any information that they gave me.

我通過采訪以前的同事來收集信息，因?yàn)樵谶@次任務(wù)之前，我曾以不同的身份在農(nóng)夫保險(xiǎn)工作。我通過傳統(tǒng)的方式安排了一次午餐或咖啡聚會，以幫助受訪者感到舒適。我明確表示，我收集的所有信息都將保密，農(nóng)夫保險(xiǎn)不會因?yàn)樗麄兘o我的任何信息而進(jìn)行任何報(bào)復(fù)。

The interviewees were of varying age, from mid to late 20’s to early 60’s. All interviewees had the title insurance agent, although the insurance agent wears many hats when doing business. The majority gender was male, with only one female interviewee. Most tenures averaged 3-5 years, with one tenure reaching 40 years. This industry is predominantly male, although female agents have as much or more success as male agents in some cases. Insurance success is highly variable on your personality and influencing skills, and there is blatant age discrimination among clients and prospects of insurance agents.

受訪者的年齡各不相同，從20世紀(jì)中后期到60年代初。所有受訪者都有保險(xiǎn)代理人的頭銜，盡管保險(xiǎn)代理人在做生意時(shí)身兼數(shù)職。大多數(shù)受訪者是男性，只有一名女性受訪者。大多數(shù)任期平均為3-5年，其中一屆任期達(dá)到40年。這個(gè)行業(yè)主要是男性，盡管在某些情況下，女性經(jīng)紀(jì)人與男性經(jīng)紀(jì)人一樣成功。保險(xiǎn)成功與否取決于你的個(gè)性和影響能力，保險(xiǎn)代理人的客戶和潛在客戶之間存在明顯的年齡歧視。

Farmers Insurance hires agents most often on a commission-only package with no base salary. For three years in a row, they have lowered the base percentage commission for each line of business, the main ones being Auto, Home, Life, and Commercial. This greatly impacts the salary of an insurance agent, as they need to produce a significantly larger amount of new business to reach the same amount of income that they previously had. However, Farmers Insurance has increased the incentives for having high “agency standards”, with letter grades for different benchmarks for each standard ranging from D to AAA. They increased bonuses for being at an “AAA” standard by about 25%, and “AA” by about 12%. While this is a great change for insurance agents that are already producing at their best, this greatly hinders the incomes of agents that are just starting out, or even have been producing well for a few years. Having an AAA or AA rating for your agency is a very difficult task, and can only realistically be attained by an insurance agent that has administrative employees and insurance producers working under them.

農(nóng)夫保險(xiǎn)通常只雇傭傭金，沒有底薪。連續(xù)三年，他們降低了各行業(yè)的基本傭金百分比，主要是汽車、家居、生活和商業(yè)。這極大地影響了保險(xiǎn)代理人的工資，因?yàn)樗麄冃枰獎(jiǎng)?chuàng)造大量的新業(yè)務(wù)才能獲得與以前相同的收入。然而，農(nóng)夫保險(xiǎn)增加了對具有高“代理標(biāo)準(zhǔn)”的激勵(lì)措施，每個(gè)標(biāo)準(zhǔn)的不同基準(zhǔn)的字母等級從D到AAA不等。他們將達(dá)到“AAA”標(biāo)準(zhǔn)的獎(jiǎng)金增加了約25%，“AA”標(biāo)準(zhǔn)的獎(jiǎng)勵(lì)增加了約12%。雖然這對已經(jīng)處于最佳生產(chǎn)狀態(tài)的保險(xiǎn)代理人來說是一個(gè)巨大的變化，但這大大阻礙了剛剛起步，甚至幾年來一直生產(chǎn)良好的代理人的收入。為你的機(jī)構(gòu)獲得AAA或AA評級是一項(xiàng)非常困難的任務(wù)，而且只有由管理人員和保險(xiǎn)生產(chǎn)商在他們手下工作的保險(xiǎn)代理人才能實(shí)際獲得。

The reason that this is not ideal, is that it stifles new talent and people looking to get into the insurance industry. First, you have to learn the ins-and-outs of the insurance business and its products, to be able to write products correctly and avoid policy cancellations due to the policy being incorrect, or not the right type of risk. Secondly, you have to build a network of customers which is done primarily through cold-calling potential prospects at their home. This is purely a numbers game, and it is near impossible to know what type of customer that you are gaining. Part of the agency rating does depend on customer quality, and what type of insurance policies you are writing. Both of these things are very difficult to achieve early on in your insurance career, because of how prospecting is done primarily in the business, i.e. cold calling.

這并不理想的原因是它扼殺了新的人才和希望進(jìn)入保險(xiǎn)行業(yè)的人。首先，你必須了解保險(xiǎn)業(yè)務(wù)及其產(chǎn)品的來龍去脈，才能正確書寫產(chǎn)品，避免因保單不正確或風(fēng)險(xiǎn)類型不正確而取消保單。其次，你必須建立一個(gè)客戶網(wǎng)絡(luò)，這主要是通過在他們家里給潛在客戶打電話來實(shí)現(xiàn)的。這純粹是一場數(shù)字游戲，幾乎不可能知道你獲得了什么類型的客戶。機(jī)構(gòu)評級的一部分取決于客戶質(zhì)量，以及你所寫的保險(xiǎn)單類型。在你的保險(xiǎn)職業(yè)生涯早期，這兩件事都很難實(shí)現(xiàn)，因?yàn)樘降V主要是在業(yè)務(wù)中進(jìn)行的，即冷電話。

While this drives the top producers of new business for the company even further, this strategy that Farmers Insurance has incorporated has been received negatively by most of their employees. It encourages middle of the pack insurance agents to improve to AA and AAA, which is good for the company as a whole by increasing the general quality of its customers and products sold. However, it is very difficult to achieve AA and AAA ratings, and the only way to recoup losses caused by lowered commission is to write significantly more policies or improve your agency rating.

雖然這進(jìn)一步推動(dòng)了公司新業(yè)務(wù)的頂級生產(chǎn)商，但農(nóng)夫保險(xiǎn)采用的這一策略受到了大多數(shù)員工的負(fù)面評價(jià)。它鼓勵(lì)中等水平的保險(xiǎn)代理人提高到AA和AAA，這對公司整體來說是有好處的，因?yàn)樗岣吡丝蛻艉弯N售產(chǎn)品的總體質(zhì)量。然而，要獲得AA和AAA評級是非常困難的，而彌補(bǔ)傭金降低造成的損失的唯一方法是制定更多的政策或提高你的機(jī)構(gòu)評級。

Interviews 訪談

In my interviews with current insurance agents at Farmers Insurance, I found that the agents on average had a lower commitment level to both Farmers Insurance and their day-to-day tasks because of these changes in pay structure.

在對農(nóng)夫保險(xiǎn)現(xiàn)任保險(xiǎn)代理人的采訪中，我發(fā)現(xiàn)，由于薪酬結(jié)構(gòu)的這些變化，代理人對Farmer insurance及其日常任務(wù)的承諾水平平均較低。

Edwards and Bell (2008) found a statistically significant positive relationship between overall satisfaction and task performancea€| Fu et al. (2011) reported that facets of job satisfaction (pay, coworker, supervision, and work itself) had a significant impact on organizational commitment. A meta-analysis on [sic] studies over the past 25 years across 14 countries (Jaramillo et al. 2005) indicated that the relationship between organizational commitment and job performance is positive and stronger for sales employees than for non-sales employees. (Fu, 2014).

Edwards和Bell發(fā)現(xiàn)，總體滿意度與任務(wù)績效之間存在統(tǒng)計(jì)學(xué)上顯著的正相關(guān)關(guān)系。Fu等人報(bào)告稱，工作滿意度的各個(gè)方面（薪酬、同事、監(jiān)督和工作本身）對組織承諾有顯著影響。一項(xiàng)對過去25年在14個(gè)國家進(jìn)行的[原文如此]研究的薈萃分析表明，銷售員工的組織承諾與工作績效之間的關(guān)系是積極的，并且比非銷售員工的關(guān)系更強(qiáng)。

As a direct result of the shift in pay from commission to agency bonuses, there is a clear link between both their organizational commitment to Farmers Insurance and their job satisfaction. When asked “How satisfied are you with your job?” interviewees responded on a scale of 1-5. The average response was a 3, with newer insurance agents at the low end, and more veteran agents at the top end, with no responses at a 5. For “How satisfied are you with your pay?” responses averaged at a 2, with most agents regardless of tenure showing low levels of satisfaction. The question “Do you get paid enough for what you do?” resulted in an overwhelming “No”, showing a clear connection between job satisfaction and pay satisfaction.

薪酬從傭金轉(zhuǎn)向代理獎(jiǎng)金的直接結(jié)果是，他們對農(nóng)夫保險(xiǎn)的組織承諾與工作滿意度之間存在明顯聯(lián)系。當(dāng)被問及“你對自己的工作有多滿意？”時(shí)，受訪者的回答是1-5分。平均回答為3分，較新的保險(xiǎn)代理人處于低端，更多的資深代理人處于高端，沒有回答為5分。對于“你對自己的薪酬有多滿意？”的回答平均為2分，無論任期如何，大多數(shù)經(jīng)紀(jì)人的滿意度都很低。“你所做的事情能得到足夠的報(bào)酬嗎？”這個(gè)問題得到了壓倒性的“否”，表明了工作滿意度和薪酬滿意度之間的明顯聯(lián)系。

When asked “Do you feel like part of a large whole, or do you feel more like an individual working on a company’s behalf?” with the follow-up question “Do you like (Their answer)?” the answer was always on the side of an individual working on the company’s behalf. The answer to the follow-up question was, in fact, they did like that they felt more like an individual. This is because they felt more in control of their day-to-day activities and thus more like their own boss. “How important do you feel you are to the company, and to its success?” had varied responses, and had a strong correlation between their agency rating and tenure having positive responses compared with agents with less tenure and a lower agency rating who did not feel as meaningful to the success of the company.

當(dāng)被問及“你覺得自己是一個(gè)大整體的一部分，還是更像是一個(gè)代表公司工作的人？”以及隨后的問題“你喜歡（他們的答案）嗎？”時(shí)，答案總是站在為公司工作的個(gè)人一邊。事實(shí)上，后續(xù)問題的答案是，他們確實(shí)喜歡自己感覺更像一個(gè)個(gè)體。這是因?yàn)樗麄冇X得自己更能控制自己的日常活動(dòng)，因此更像自己的老板。“你覺得自己對公司及其成功有多重要。

There is also found to be significant positive relationships among perceived organizational culture, job involvement, and psychological conditions of meaningfulness and safety. The psychological meaningfulness is observed to have higher correlation with the job involvement (r=0.402) then the psychological safety (r=0.212). In addition, when psychological meaningfulness was introduced, the explanatory power of the model increased significantly and this result confirmed its moderating effect on the positive relationship between organizational culture and job involvement. That is, if the employees perceive and experience their work as meaningful, they should facilitate their personal growth, contribution commitment, and job involvement (Hackman & Oldham, 1980; Bellah et al., 1985; Spreitzer et al., 1997; May et al., 2004). (Lumen, 2014)

研究還發(fā)現(xiàn)，感知的組織文化、工作參與以及意義和安全的心理?xiàng)l件之間存在顯著的正相關(guān)關(guān)系。心理意義與工作投入的相關(guān)性（r=0.402）高于心理安全（r=0.212）。此外，當(dāng)引入心理意義時(shí)，模型的解釋力顯著增強(qiáng)，這一結(jié)果證實(shí)了其對組織文化與工作投入之間的正相關(guān)關(guān)系的調(diào)節(jié)作用。也就是說，如果員工認(rèn)為并體驗(yàn)到他們的工作是有意義的，他們應(yīng)該促進(jìn)他們的個(gè)人成長、貢獻(xiàn)承諾和工作參與。

It felt that in the interviews, the more recent changes that Farmers Insurance has made to its pay structure has negatively affected both organizational commitment and job satisfaction, as partially a result of “psychological meaningfulness” being reduced by their actions. Job commitment has lowered visibility, which in turn has lowered satisfaction levels across the board. I asked interviewees if in previous years they were more committed to Farmers Insurance and their role in general, and got a unanimous “Yes”. Interesting to note, however, the answers to “How committed are you to your community and its members?” and “Has that commitment level increased, decreased, or stayed the same compared to previous years?” showed an uptick in commitment to their community members, especially amongst agents that had less tenure.

它認(rèn)為，在采訪中，農(nóng)夫保險(xiǎn)最近對其薪酬結(jié)構(gòu)所做的改變對組織承諾和工作滿意度都產(chǎn)生了負(fù)面影響，部分原因是他們的行為降低了“心理意義”。工作承諾降低了知名度，進(jìn)而降低了所有人的滿意度。我問受訪者，在前幾年，他們是否更致力于農(nóng)夫保險(xiǎn)及其總體角色，得到了一致的“是”。然而，有趣的是，“你對社區(qū)及其成員的承諾程度如何？”和“與前幾年相比，承諾水平是否增加、降低或保持不變？”的答案表明，對社區(qū)成員的承諾有所增加，尤其是在任期較短的代理中。

I had an interesting response to the question “How much variety is there in your job?”. I got differing opinions, even though each interviewee had the same job title of an insurance agent. Some individuals felt that they were being forced to pivot to areas of lesser expertise in hopes of improving the diversification of sales, and muddling their role clarity as a result of pay structure pushing agency improvement. A study of “Predictors of Job Satisfaction Among Peer Providers on Professional Treatment Teams in Community-Based Agencies” measured role clarity as a predictor of job satisfaction.

對于“你的工作有多豐富多彩？”這個(gè)問題，我有一個(gè)有趣的回答。我得到了不同的意見，盡管每個(gè)受訪者都有相同的保險(xiǎn)代理人的頭銜。一些人覺得，他們被迫轉(zhuǎn)向?qū)I(yè)知識較少的領(lǐng)域，希望改善銷售的多樣化，并由于薪酬結(jié)構(gòu)推動(dòng)機(jī)構(gòu)改進(jìn)而混淆了他們的角色清晰性。一項(xiàng)關(guān)于“社區(qū)機(jī)構(gòu)專業(yè)治療團(tuán)隊(duì)同行提供者工作滿意度的預(yù)測因素”的研究測量了角色清晰度作為工作滿意度的一個(gè)預(yù)測因素。

Role clarity was a significant predictor of job satisfaction among peer providers, which demonstrates that, like employees in other studies, peer providers experienced job satisfaction as a benefit of role clarity. However, peer providers benefited from role clarity in unique ways because of the complexity of their role and identity in the organization. (Davis, 2013)

角色清晰度是同行提供者工作滿意度的重要預(yù)測因素，這表明，與其他研究中的員工一樣，同行提供者將工作滿意度視為角色清晰度的好處。然而，由于同行提供者在組織中的角色和身份的復(fù)雜性，他們以獨(dú)特的方式從角色清晰中受益。

In this paper, they were researching peer providers who as stated have a complex role and identity in their organization. Similarly, insurance agents have a complex role within any company in the insurance industry. The forced behavioral changes that result from the pay structure changes visibly reduced agent’s role clarity and in turn also reduced their overall job satisfaction.

在這篇論文中，他們正在研究同行提供者，正如所述，他們在組織中扮演著復(fù)雜的角色和身份。同樣，保險(xiǎn)代理人在保險(xiǎn)業(yè)的任何一家公司中都扮演著復(fù)雜的角色。薪酬結(jié)構(gòu)變化導(dǎo)致的被迫行為變化明顯降低了代理人的角色清晰度，反過來也降低了他們的整體工作滿意度。

Another reason that I found that organizational commitment and job satisfaction was low is that in general the interviewees felt that Farmers’ goals were unachievable for most agents. The consensus was less than the top 5% of agencies could reach AAA in a given year. Even the oldest agent with both the longest tenure and consistently in the top 3 producers in the state only had an agency rating of B, which is 3 levels below AAA. Although a bonus of 25% or even 12% is very appealing, most agencies got a 5% bonus or less, which was less than what they were making with reduced bonuses and a higher base commission.

我發(fā)現(xiàn)組織承諾和工作滿意度較低的另一個(gè)原因是，總體而言，受訪者認(rèn)為大多數(shù)代理商無法實(shí)現(xiàn)農(nóng)民的目標(biāo)。普遍認(rèn)為，在某一年內(nèi)，排名前5%的機(jī)構(gòu)能夠達(dá)到AAA。即使是任期最長、一直在該州前三大生產(chǎn)商中的最老代理商，其代理評級也只有B級，比AAA低3級。盡管25%甚至12%的獎(jiǎng)金非常有吸引力，但大多數(shù)機(jī)構(gòu)獲得的獎(jiǎng)金不超過5%，低于他們減少獎(jiǎng)金和提高基本傭金的水平。

Findings Overview 調(diào)查結(jié)果概述

Overall, what Farmers Insurance has done in regards to their payment structure is really hurting the majority of their employees. Furthermore, new hires are less inclined to join as an agent because of the reduced base commission, and more inclined to join as a producer for another agent. The downside to that is they end up possibly making a base salary with further reduced commissions, and if they decide to become their own agent, they will have to start their book of business from scratch with zero renewals after years of work (Sometimes 30% of an agent’s income). There are a few improvements that Farmers Insurance could make to have a more competitive pay structure to the average agent, and still, maintain a higher standard for their employees and the customers that they write insurance policies for.

總的來說，農(nóng)夫保險(xiǎn)在支付結(jié)構(gòu)方面所做的一切確實(shí)傷害了大多數(shù)員工。此外，由于基本傭金減少，新員工不太傾向于作為代理人加入，而更傾向于作為另一個(gè)代理人的制片人加入。不利的一面是，他們最終可能會以進(jìn)一步降低傭金的方式賺取底薪，如果他們決定成為自己的代理人，他們將不得不在工作多年后零續(xù)約（有時(shí)是代理人收入的30%），從頭開始創(chuàng)業(yè)。農(nóng)夫保險(xiǎn)可以做出一些改進(jìn)，使其薪酬結(jié)構(gòu)對普通代理人更具競爭力，同時(shí)為其員工和為其投保的客戶保持更高的標(biāo)準(zhǔn)。

The interviewees that I spoke with had a generally reduced organizational commitment and job satisfaction to previous years. A major driving factor behind this is the change in the pay structure that Farmers Insurance has laid out. A study lead by economists on job satisfaction and the classic agency model had this to say:

與前幾年相比，我采訪過的受訪者的組織承諾和工作滿意度普遍下降。這背后的一個(gè)主要驅(qū)動(dòng)因素是農(nóng)夫保險(xiǎn)制定的薪酬結(jié)構(gòu)的變化。經(jīng)濟(jì)學(xué)家領(lǐng)導(dǎo)的一項(xiàng)關(guān)于工作滿意度和經(jīng)典代理模型的研究表明：

This paper uses job satisfaction as a measure of on-the-job utility in order to contrast a sorting model with rent capture from the classic agency model. In the latter, the workers retain no rents. The additional earnings they receive from performance pay exactly offsets the utility lost from being subject to earnings risk and from exerting effort. Thus, workers should receive the same utility in each sector and after controlling for earnings, those receiving performance pay should have lower utility. Instead, our empirical results suggest higher job satisfaction for those receiving performance pay both in the simple comparisons and the parsimonious regressions. Once earnings, and ultimately many other controls, are included, this advantage becomes insignificantly different from zero. In none of our estimations, can we find lower job satisfaction for those receiving performance pay.(Cornelissen, 2011)

本論文使用工作滿意度作為在職效用的衡量標(biāo)準(zhǔn)，將排序模型與經(jīng)典代理模型中的租金捕獲進(jìn)行對比。在后者中，工人不保留租金。他們從績效工資中獲得的額外收入正好抵消了因受到收入風(fēng)險(xiǎn)和努力而損失的公用事業(yè)。因此，工人在每個(gè)部門都應(yīng)該獲得相同的效用，在控制收入后，那些獲得績效工資的人應(yīng)該擁有更低的效用。相反，我們的實(shí)證結(jié)果表明，無論是在簡單的比較中還是在簡約的回歸中，那些獲得績效工資的人的工作滿意度都更高。一旦收入，以及最終的許多其他控制因素被包括在內(nèi)，這種優(yōu)勢就與零沒有太大區(qū)別。在我們的任何估計(jì)中，我們都不會發(fā)現(xiàn)那些領(lǐng)取績效工資的人的工作滿意度較低。

Using the language of this paper, what Farmers Insurance did is reduce the performance pay across the board, and increased bonus pay for the top 5-15%. Results from this study suggest that there is a significant correlation between job satisfaction and employees that are receiving performance pay, which is the only way outside of renewals and bonuses that an insurance agent can receive income. Cornelissen and his group found that there is absolutely no downside using a performance pay structure.

本篇論文使用這項(xiàng)研究的語言，農(nóng)夫保險(xiǎn)所做的是全面降低績效工資，并提高最富有的5-15%的人的獎(jiǎng)金。這項(xiàng)研究的結(jié)果表明，工作滿意度與獲得績效工資的員工之間存在顯著相關(guān)性，這是保險(xiǎn)代理人除了續(xù)保和獎(jiǎng)金之外獲得收入的唯一途徑。Cornelissen和他的團(tuán)隊(duì)發(fā)現(xiàn)，使用績效薪酬結(jié)構(gòu)絕對沒有負(fù)面影響。

First Recommendation 第一個(gè)建議

Especially in the world of insurance, the floor for a new hire is as low as it can get. There is an extremely low risk associated with hiring a new insurance agent, as you are only providing overhead costs for the agent, and you are paying them once they make a sale (100% commission salary). Conversely, there is an infinite ceiling for new agents because of the hypothetically immeasurable amount of revenue that they can bring your business, while you still only incur typical overhead costs.

尤其是在保險(xiǎn)業(yè)，新員工的最低工資是最低的。雇傭新的保險(xiǎn)代理人的風(fēng)險(xiǎn)極低，因?yàn)槟阒粸榇砣颂峁┕芾碣M(fèi)用，而且一旦他們完成銷售，你就要向他們支付（100%的傭金工資）。相反，新代理商有一個(gè)無限的上限，因?yàn)樗麄兛梢詾槟愕臉I(yè)務(wù)帶來不可估量的收入，而你仍然只會產(chǎn)生典型的管理成本。

My first recommendation would be for Farmers Insurance to increase their performance based pay or commission structure. Every year for the past few years, they have reduced commission on every single product that they sell. They need to replace or repair their current performance-based pay system because it is not giving new and even long time existing agents the chance to grow as they used to.

我的第一個(gè)建議是讓農(nóng)夫保險(xiǎn)提高基于績效的薪酬或傭金結(jié)構(gòu)。在過去的幾年里，他們每年都會減少銷售的每一種產(chǎn)品的傭金。他們需要更換或修復(fù)目前基于績效的薪酬體系，因?yàn)檫@并沒有給新的甚至長期存在的代理人提供像過去那樣成長的機(jī)會。

If they were to repair their current system, they should shift away from having such a top-heavy agency rating bonus system. Alternatively, they could change the criteria that they hold the agencies to, and change the requirements to be an AA or AAA agency. For example, instead of requiring complete diversification of products in their book of business, they could make AA at least by producing very well in one or two areas of insurance, because they may lack the experience or resources to produce in every area of insurance.

如果他們要修復(fù)目前的制度，就應(yīng)該放棄這種頭重腳輕的機(jī)構(gòu)評級獎(jiǎng)金制度。或者，他們可以改變他們要求機(jī)構(gòu)遵守的標(biāo)準(zhǔn)，并將要求改為AA或AAA機(jī)構(gòu)。例如，他們不需要在業(yè)務(wù)手冊中要求產(chǎn)品完全多樣化，而是可以通過在一兩個(gè)保險(xiǎn)領(lǐng)域的良好生產(chǎn)來實(shí)現(xiàn)AA，因?yàn)樗麄兛赡苋狈υ诿總€(gè)保險(xiǎn)領(lǐng)域生產(chǎn)的經(jīng)驗(yàn)或資源。

If they were to replace the current system, I would recommend that they start comparing how they are paying their agents now to how they were compensating their agents when Farmers Insurance was doing its best. Sadly, Farmers has been underperforming their expectations for two years in a row. Looking back on how they were successful previously would be a good starting point to build a new platform for a more performance-based pay structure.

如果他們要取代目前的制度，我建議他們開始比較他們現(xiàn)在向代理人付款的方式與農(nóng)夫保險(xiǎn)盡最大努力時(shí)對代理人的補(bǔ)償方式。不幸的是，農(nóng)民們已經(jīng)連續(xù)兩年表現(xiàn)不佳。回顧他們之前是如何成功的，這將是建立一個(gè)更基于績效的薪酬結(jié)構(gòu)的新平臺的一個(gè)很好的起點(diǎn)。

We also isolate the role of risk tolerance in the sorting model. The model predicts that it should matter only among those receiving performance pay and should do so with or without controlling for earnings. Indeed, we confirm this prediction using the unique risk tolerance variable. Greater risk tolerance is a strong positive determinant of job satisfaction among those receiving performance pay but plays no role among those not receiving performance pay. (Cornelissen, 2011)

我們還隔離了風(fēng)險(xiǎn)容忍度在排序模型中的作用。該模型預(yù)測，這應(yīng)該只對那些領(lǐng)取績效工資的人有影響，并且應(yīng)該在控制或不控制收入的情況下這樣做。事實(shí)上，我們使用獨(dú)特的風(fēng)險(xiǎn)容忍度變量來證實(shí)這一預(yù)測。在那些領(lǐng)取績效工資的人中，更大的風(fēng)險(xiǎn)承受能力是工作滿意度的一個(gè)強(qiáng)有力的積極決定因素，但在那些沒有領(lǐng)取績效薪酬的人中沒有起到任何作用。

This is especially relevant because a prospective insurance agent would need to naturally have a higher risk tolerance. Taking on a position that is 100% commission is a gutsy move when you require a steady income to feed your family and pay your mortgage. Since this is true for new insurance agents in most cases, Farmers Insurance is not taking full advantage that they have with their natural workforce personality traits. If they increased base commission, it would further encourage these high-risk high-reward personalities to flourish produce as much as possible. This would make more money for Farmers in the long run.

這一點(diǎn)尤其重要，因?yàn)闈撛诘谋ｋU(xiǎn)代理人自然需要有更高的風(fēng)險(xiǎn)承受能力。當(dāng)你需要穩(wěn)定的收入來養(yǎng)活家人和支付抵押貸款時(shí)，擔(dān)任100%傭金的職位是一個(gè)勇敢的舉動(dòng)。由于在大多數(shù)情況下，新的保險(xiǎn)代理人都是這樣，農(nóng)夫保險(xiǎn)并沒有充分利用他們天生的勞動(dòng)力個(gè)性特征。如果他們增加基本傭金，這將進(jìn)一步鼓勵(lì)這些高風(fēng)險(xiǎn)、高回報(bào)的人盡可能多地繁榮生產(chǎn)。從長遠(yuǎn)來看，這將為農(nóng)民賺更多的錢。

There is no reason that Farmers Insurance can’t have it both ways, encouraging a higher standard of quality both for their agents and their customers, and encouraging growth for agents who are starting out or may have been with the company for a while. Their structure needs change, one way or another. The alternative is to lose commitment to the company, have decreased job satisfaction, and have an overall negative job attitude for their employees. This can lead to an increase in absenteeism and an even higher than the industry standard turnover rate.

農(nóng)夫保險(xiǎn)沒有理由不能兩全其美，鼓勵(lì)其代理人和客戶提高質(zhì)量標(biāo)準(zhǔn)，鼓勵(lì)剛起步或可能在公司工作了一段時(shí)間的代理人成長。他們的結(jié)構(gòu)需要以某種方式改變。另一種選擇是失去對公司的承諾，工作滿意度下降，對員工的工作態(tài)度總體消極。這可能導(dǎo)致缺勤率增加，甚至高于行業(yè)標(biāo)準(zhǔn)的離職率。

Second Recommendation 第二個(gè)建議

My second recommendation is that Farmers Insurance changes the way that they write policies, to make it more profitable for them. In turn, they could increase cash flow to their employees, increasing their attitudes towards their jobs. They could decrease spending in other ways as well, decreasing advertising spending, or decreasing other overhead costs.

我的第二個(gè)建議是，農(nóng)夫保險(xiǎn)改變他們制定政策的方式，使其更有利可圖。反過來，他們可以增加員工的現(xiàn)金流，提高他們對工作的態(tài)度。他們也可以通過其他方式減少支出，減少廣告支出，或減少其他管理成本。

There is a very material downside to this recommendation nevertheless. Changing how they write policies to increase profitability can alienate current and prospective customers, and can cause agents to lose business. Reducing spending on advertising can reduce incoming business as well, which again could cause agents to lose prospective business due to either not knowing that Farmers Insurance exists (unlikely) or not thinking to compare quotes that they get from competitors with Farmers Insurance.

然而，這項(xiàng)建議有一個(gè)非常實(shí)質(zhì)性的缺點(diǎn)。改變他們制定政策的方式以提高盈利能力可能會疏遠(yuǎn)當(dāng)前和潛在客戶，并可能導(dǎo)致代理商失去業(yè)務(wù)。減少廣告支出也會減少新業(yè)務(wù)，這可能會再次導(dǎo)致代理商失去潛在的業(yè)務(wù)，因?yàn)樗麄儾恢擂r(nóng)夫保險(xiǎn)的存在，或者不想將競爭對手的報(bào)價(jià)與農(nóng)夫保險(xiǎn)進(jìn)行比較。

Reducing overhead is an easy solution to put forth, but much harder to execute in practice. The only ‘easy’ way to reduce overhead is to reduce company trips and conventions, flying in agents to take classes or listening to a famous speaker. Even then, that comes at a cost that is not so obvious to the individual agent. Reducing overhead could include reducing the number of corporate IT support staff, for example, thus making for longer wait times when an agent runs into a technical problem. Also, it could hurt the customer, by having a smaller available staff for fielding calls about new insurance claims, some of which could be emergencies.

減少開銷是一個(gè)很容易提出的解決方案，但在實(shí)踐中執(zhí)行起來要困難得多。減少開銷的唯一“簡單”方法是減少公司旅行和會議，乘坐代理人飛機(jī)上課或聽著名演講者的演講。即便如此，這也要付出對個(gè)體代理人來說并不那么明顯的代價(jià)。例如，減少開銷可能包括減少公司IT支持人員的數(shù)量，從而在代理遇到技術(shù)問題時(shí)延長等待時(shí)間。此外，這可能會傷害客戶，因?yàn)榻勇犘卤ｋU(xiǎn)索賠電話的員工人數(shù)較少，其中一些可能是緊急情況。

In regards to this recommendation, I would personally use it as a supplement to another solution. Reducing overhead marginally would help increase the profitability of the company, and could benefit both their customers and their employees. There is great risk in reducing overhead too much nonetheless, as doing so could result in the issues states above or other unforeseen complications that would be harder to fix than it would be to cause.

關(guān)于這一建議，我個(gè)人將把它作為另一個(gè)解決方案的補(bǔ)充。略微減少管理費(fèi)用將有助于提高公司的盈利能力，并使客戶和員工都受益。盡管如此，過多地減少管理費(fèi)用還是有很大風(fēng)險(xiǎn)的，因?yàn)檫@樣做可能會導(dǎo)致上述問題或其他不可預(yù)見的復(fù)雜情況，這些問題比實(shí)際情況更難解決。

Recommendation Overview 建議概述

All in all, I think that Farmers Insurance should deeply consider the first recommendation, and also make sure to implement some of the second recommendation. From my talks with the interviewees, I asked their opinions on both of these recommendations to help fix the pay structure problem Farmers faces. The feedback that I got was in line with the research that I had done in regards to this issue. Instigating these recommendations would greatly increase the general moral of the company employees, and encourage good agents to stay with the company.

總之，我認(rèn)為農(nóng)夫保險(xiǎn)應(yīng)該深入考慮第一個(gè)建議，并確保實(shí)施第二個(gè)建議。從我與受訪者的談話中，我詢問了他們對這兩項(xiàng)建議的意見，以幫助解決農(nóng)民面臨的薪酬結(jié)構(gòu)問題。我得到的反饋與我在這個(gè)問題上所做的研究一致。灌輸這些建議將大大提高公司員工的整體道德，并鼓勵(lì)優(yōu)秀的代理人留在公司。

Farmers Insurance faces a real problem. They have employees that are losing faith in the company and its direction. This is clearly evidenced by multiple interviews with current employees of the company, varying in age, tenure, and gender. When Farmers is not meeting expectations of growth as a whole and reducing the amount that they pay their agents overall, it paints a bleak outlook for their future. Farmers Insurance needs to encourage growth. Their products and underwriting processes already hold a standard for the type of policy and risk they are willing to take on, and that is not the problem that they need to address, as they currently are. The company is turning away potential top agents for little to no risk, just because they are not paying employees like they used to. Additionally, this issue is causing current agents job dissatisfaction and they are having a downward trend in organizational commitment. Rebalancing the way that they compensate their agents is an inevitability. Farmers Insurance needs to change their pay structure in order to attract new top talent, and keep their current talent or it will move to whatever suits it best.

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本篇paper總結(jié)了農(nóng)夫保險(xiǎn)面臨一個(gè)真正的問題。他們的員工正在對公司及其發(fā)展方向失去信心。對公司現(xiàn)任員工的多次采訪清楚地證明了這一點(diǎn)，這些員工的年齡、任期和性別各不相同。當(dāng)農(nóng)民沒有達(dá)到整體增長的預(yù)期，也沒有減少他們向代理商支付的總金額時(shí)，他們的未來前景黯淡。農(nóng)夫保險(xiǎn)需要鼓勵(lì)增長。他們的產(chǎn)品和承保流程已經(jīng)為他們愿意承擔(dān)的政策類型和風(fēng)險(xiǎn)制定了標(biāo)準(zhǔn)，這不是他們目前需要解決的問題。該公司正在以幾乎沒有風(fēng)險(xiǎn)的方式拒絕潛在的頂級代理商，只是因?yàn)樗麄儾幌襁^去那樣向員工支付報(bào)酬。此外，Paper提出這個(gè)問題正在引起當(dāng)前代理商對工作的不滿，他們的組織承諾也呈下降趨勢。重新平衡他們補(bǔ)償代理人的方式是不可避免的。農(nóng)夫保險(xiǎn)需要改變他們的薪酬結(jié)構(gòu)，以吸引新的頂尖人才，并保留他們現(xiàn)有的人才，否則它將轉(zhuǎn)向最適合自己的領(lǐng)域。本站提供各國各專業(yè)paper范文以及paper寫作輔導(dǎo)等相關(guān)服務(wù)，如有需要可咨詢本平臺。