【摘要】：培訓(xùn)對(duì)任何一個(gè)企業(yè)來(lái)說(shuō)都十分重要,員工在企業(yè)發(fā)展的每一個(gè)階段,都需要適當(dāng)?shù)呐嘤?xùn),以便提高自己的技能以及業(yè)務(wù)水平從而能更好的為企業(yè)服務(wù)。當(dāng)然,在保險(xiǎn)公司也不例外,保險(xiǎn)界業(yè)內(nèi)的競(jìng)爭(zhēng),基本都是人才的競(jìng)爭(zhēng),哪家公司業(yè)務(wù)員的各方面素質(zhì)高,這家公司在市場(chǎng)上就有較強(qiáng)的競(jìng)爭(zhēng)力,同時(shí)會(huì)帶動(dòng)整個(gè)公司的市場(chǎng)占有率的提高以及營(yíng)業(yè)收入的提升。所以,對(duì)業(yè)務(wù)人員的培訓(xùn)就至關(guān)重要。 本文從平安人壽的培訓(xùn)入手,引入了項(xiàng)目管理的方法,其中以干系人管理的方法為主,分別從干系人管理規(guī)劃的五個(gè)步驟展開(kāi)論述。第一,干系人識(shí)別,采用頭腦風(fēng)暴法,訪談以及專家判斷法,確保識(shí)別出的干系人全面、準(zhǔn)確。第二,對(duì)已識(shí)別出的干系人進(jìn)行分析,根據(jù)項(xiàng)目的實(shí)際情況,將干系人分為三種類型：積極型、消極型、混合型。第三,干系人歸類和排序,采用了定性、定量?jī)煞N方式�；跈�(quán)力和影響矩陣的干系人排序體現(xiàn)的是定性分析的方法,在定量分析方面,采用了加權(quán)分析模型,建立了干系人綜合評(píng)分表,根據(jù)評(píng)分的排序結(jié)果確定各種類型的干系人,明確對(duì)不同類型干系人應(yīng)采取的關(guān)注度。第四,制定干系人管理計(jì)劃,通過(guò)歸納和分析干系人識(shí)別、歸類、排序、制定管理策略和措施,并配合干系人溝通工作表,從而得到干系人管理規(guī)劃。第五,為項(xiàng)目干系人監(jiān)控提出建議,如隨時(shí)更新干系人登記冊(cè),并進(jìn)行經(jīng)驗(yàn)教訓(xùn)總結(jié)。通過(guò)平安人壽“新人留存”培訓(xùn)項(xiàng)目中干系人管理規(guī)劃的研究,形成了四個(gè)結(jié)論,分別是：干系人登記冊(cè)、干系人總體評(píng)分表、干系人管理措施及溝通工作表和經(jīng)驗(yàn)教訓(xùn)文檔。這四項(xiàng)結(jié)論的得出是以項(xiàng)目實(shí)踐為基礎(chǔ)的,研究過(guò)程中借鑒了干系人管理的不同理論和方法,貫穿了干系人管理規(guī)劃的始終,對(duì)項(xiàng)目的開(kāi)展具有實(shí)際的指導(dǎo)意義。
[Abstract]:Training is very important to any enterprise. Employees need proper training in every stage of enterprise development in order to improve their skills and business level so as to better serve the enterprise. Of course, the insurance company is no exception. The competition in the insurance industry is basically the competition for talents. If the quality of the salesperson in any company is high, the company will have a strong competitiveness in the market. At the same time will drive the entire company's market share and increase in revenue. Therefore, the training of business personnel is crucial. Starting with the training of Ping an Life, this paper introduces the method of project management, in which the method of stakeholder management is the main one, and the five steps of the planning of stakeholder management are discussed respectively. First, the identification of stakeholders, the use of brainstorming, interviews and expert judgment to ensure that the identification of stakeholders is comprehensive and accurate. Secondly, the identified stakeholders are analyzed. According to the actual situation of the project, the stakeholders are divided into three types: active type, negative type and mixed type. Third, the stakeholders are classified and sorted, using qualitative and quantitative methods. The ranking of stakeholders based on power and influence matrix embodies the method of qualitative analysis. In the aspect of quantitative analysis, the weighted analysis model is adopted, and the comprehensive scoring table of stakeholders is established. According to the results of ranking, various types of stakeholders are determined. Clear attention to different types of stakeholders. Fourth, make stakeholder management plan, through the induction and analysis of stakeholder identification, classification, ranking, make management strategies and measures, and cooperate with stakeholders to communicate the worksheet, so as to obtain stakeholder management plan. Fifth, provide suggestions for project stakeholder monitoring, such as updating the stakeholder register and summarizing lessons learned. Through the research on the management planning of stakeholders in the training project of "new people retention" for Ping an Life Life, four conclusions have been reached, namely, the register of stakeholders, the overall score table of stakeholders, the measures of stakeholder management, and the communication of worksheets and experience and lessons learned documents. These four conclusions are based on the project practice. In the research process, different theories and methods of stakeholder management are used for reference, which runs through the whole process of stakeholder management planning, and has practical guiding significance for the development of the project.
【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F842.3

【參考文獻(xiàn)】

相關(guān)期刊論文 前4條

1 陳亞歐;;平安保險(xiǎn)集團(tuán)綜合經(jīng)營(yíng)戰(zhàn)略探析[J];改革與開(kāi)放;2011年18期

2 楊洪常,丁秀玲,奚國(guó)泉;中國(guó)企業(yè)培訓(xùn)管理現(xiàn)狀研究綜述[J];科學(xué)管理研究;2004年01期

3 廖泉文;中、日、美價(jià)值觀對(duì)人力資源管理的影響[J];中國(guó)人力資源開(kāi)發(fā);2000年11期

4 王卓;李杰;侯學(xué)良;;淺談項(xiàng)目干系人管理[J];中國(guó)證券期貨;2013年08期

，

本文編號(hào)：2197117