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台灣壽險業務員訓練需求評估－DelphiStudy之應用1台灣壽險業務員訓練需求評估－DelphiStudy之應用范姜肱鄭鎮樑蔡世傑元培科學技術學院企管系實踐大學風險管理與保險系元培科學技術學院研發處摘要本研究主要目的是要確認台灣在此變化迅速之環境中，如要成為一位稱職之壽險業務員，其必須具備之能力應為何。本研究經德飛法（Delphi）等相關質性研究(qualitativeresearch)與數量方法(quantitativeresearch)之應用，得知專家學者們所一致共同確認之十項壽險業務員應具備之能力。本研究發現專家學者對此十項應具備能力之重要性排序有顯著之差異。壽險公司人力資源管理者在規劃壽險業務員教育訓練課程時應把焦點集中在本研究所確認之十項應具備能力，而十項應具備能力之排序，可幫助人壽保險公司人力資源管理者擬定訓練計劃時之參考，如此才能在有限預算與時間內，達到最大之訓練效果。有助於提高台灣人壽保險業務員之訓練績效。關鍵字：needsassessment,Delphistudy,lifeinsurance,salesrepresentatives,necessarycompetence.TrainingNeedsforTaiwanLifeInsuranceSalesRepresentatives-DelphiStudyApproachABSTRACTNeedsassessmentsforlifeinsurancesalesrepresentativesshouldbeupdatedtofitarapidlychangingenvironmentinTaiwanandthetrainingcoursesalifeinsurancecompanydeliversneedtoadapttolearnerneedsanddesires.Needsassessmentisthefirststeptodevelopatrainingprogramandthisprocessshouldconsiderfactorsoforganizationalandjobneeds.ThelifeinsurancemarketinTaiwanchangedduetoglobalization,populationaging,andinformationtechnologyinnovation.Atthesametime,manyfinancialinstitutesbegantoreorganize,suchasmergingandacquiringeachotherorbecameamemberofafinancialholdingcompany.Thepurposesofthisstudywereto:(a)conductaneedsassessmenttoidentifyupdatednecessarycompetenciesforlifeinsurancesalesrepresentativesfortherapidlychanginglife台灣壽險業務員訓練需求評估－DelphiStudy之應用2insuranceenvironmentinTaiwan;and(b)identifyprioritytrainingforsalesrepresentativesinlifeinsurancecompanies.Amixed-methodapproachwasemployedinthisneedsassessmentresearchandidentifiedrankingsofnecessarycompetenciesfortheinsurancesalesrepresentatives.TheemphasiswasonqualitativedatafromthreeroundsofstandardizedinterviewsviaDelphiresearchtechnique,withquantitativedataanalyzedbyWilcoxonSignedRankTestwasusedtohelpranknecessarycompetenciesandinterpretresultsfromthequalitativedata.TheDelphipanel(N=10)wasselectedbypurposivesamplingofpeoplewithaknowninvolvementorexpertiseinlifeinsurancesalestraining.Besidesthesevennecessarycompetenciesidentifiedbythisstudyinthefirstplace,theDelphipanelistssuggestedthreeadditionalnecessarycompetenciesforlifeinsurancesalesrepresentatives.TheDelphipanelistsalsoindicatedasignificantlydifferentagreementlevelbetweensomenecessarycompetencies.Thefindingsofthisstudymayhelplifeinsurancecompaniesdesignmoreeffectivetrainingfortheirsalesrepresentatives.Moreover,thisstudymayhelplifeinsurancecompaniesidentifypriorityoftrainingneedsundershortageoftimeandbudget.INTRODUCTIONAnumberofstudieshavelookedattherelationshipbetweentrainingandproductivityandfoundevidenceofadirectlink.Holzeretal.(1993)conductedasurveylookingathowproductivitychangeacrossfirmswasrelatedtochangesintraining.Bartel(1994)studiedthelinkbetweentrainingandproductivityandworkedwithsamplesofapproximately150firms.ThefindingofBartel’sstudyrevealedapositiveeffectoftrainingonproductivity.Inaddition,accordingtoresearchfundedbytheBritishEconomic&SocialResearchCouncil’sFutureofWorkProgrammer,companiesimplementingtrainingmayberewardedwithgreaterproductivity(“TrainingandDevelopment”,2003),aswellassolidifyingtheirpositioninachanging,andincreasinglycompetitivemarketplace.Thefinancialserviceindustry,includingbanks,insurance,andsecuritiesusuallyfaceissuesofcompliance,security,andregulationinpractice.Theseissuesputpressureoncompaniestotraintheiremployeestodotherightthing(Harris,2004).Therefore,humanresourcemanagementneedstopaymoreattentiontoinvestingandtrainingsalesrepresentativeseffectively,aswellasprovidingthetoolstheyneedtohelpbusinessesbeproductive(Shephard,2001).AccordingtothefindingsofasurveyconductedbyMellonFinancialCorporationin2003(“TrainingandDevelopment,”2003),trainingwashelpfulforsalesrepresentativestoimprovetheirproductivity.Inrecentyears,Taiwanhascontinueditsprivatization,liberalizationandderegulationprocess(Kwon,2002).ItintroducedtheFinancialInstitutionsMergerLawin2000,theFinancialHoldingCompanyLawin2001,andtheFinancialSupervisoryBoardLawin2001.Theselaws台灣壽險業務員訓練需求評估－DelphiStudy之應用3offeralegalbasisforthecreationoffinancialholdingcompaniesthatofferbanking,insurance,securitiesandfinancialservicesthroughtheirsubsidiaries,andalsopermitjoint-marketingeffortsamongsubsidiariesoffinancialholdingcompanies(Kwon,2002).In2002,TaiwanbecameaWorldTradeOrganization(WTO)member.Inresponse,itwasexpectedthatdomesticfinancialinstitutionswouldfacestrongcompetitionwithforeigninstitutionsand,asaresult,triggeratremendouschangeinthefinancemarket(Chiu,2000).Atthesametimethatbusinesscompetitionwasheightened,alackoftrainingtoimprovenecessarycompetenciesincreasedtheunhappinessofsalesrepresentatives(Myers&Torrington,2001).AccordingtheInsuranceInstituteofTheR.O.C.(IIROC)(2004),91%oflifeinsuranceemployeesweresalesrepresentatives.Moreover,trainingpracticesintheU.S.A.basedonasurveyofmorethan2,300businessesandsalesrepresentatives,representedapproximately11.3%ofthetotaltraininghours,andaccountedfornearly$5.7billioninexpendituresin1994(Gillian,1995).Itmighttakemonths,andpossiblyevenyears,beforeafirmisabletorecoupthistraininginvestment(Reichheld,1996).Thesedataimplythattrainingsalesr