Text丨Pingxiang ed.丨Half comb
When there are still 2 days before the traditional Spring Festival in China, rumors about the year-end bonus of a giant insurance company have spread among many insurance grassroots personnel.
Some people who claim to be employees of the company said: The leaders of their own institutions revealed that due to the generally good achievement of various tasks, this year's year-end bonus will be the highest in recent years, and even the performance of grassroots organization training in some regions in 2023, year-end bonuses, and good start in 2024 can reach a six-digit level.
Although in the eyes of the company's headquarters, especially the management, this year-end level is so-so and average in the past years, but from the perspective of the entire industry, it is enough to make the vast majority of practitioners envious.
After all, in the years since the in-depth reform was launched, continuous negative growth, various layoffs and optimizations, cost reduction and efficiency improvement have kept this giant on the cusp.
Whether it is the manifestation of the success of the reform or the ideal of rewarding layoffs and optimization, this year-end bonus, which covers the vast number of grassroots personnel, has finally soothed the stirring hearts of the people and stabilized the turbulent military spirit to a certain extent.
This is precisely the simple wish of millions of practitioners.
Especially for some companies in the industry, they are still struggling, breathing, and looking forward to the pressure of various financial performance, and in the continuous optimization of layoffs.
Some companies have even overturned the assumptions about the value of incremental whole life insurance at the beginning of the year, and recalculated the value of new business at a discount on the point of calculating performance in the new year, casting uncertainty on some institutions with deterministic performance and bonuses that have completed their tasks.
What does this mean, and what does it mean?
For the vast majority of people in the industry, they may not have the overall situation and height all their lives, and they may never even understand or care about what insurance is. Terms such as "integration of newspapers and banks", "channel capacity", and "locking in revenue" are only familiar and unfamiliar.
In their eyes, the so-called "big things" in the industry are nothing more than the tedious, messy, or immutable work in front of them, and the income they get. Income is undoubtedly the most direct experience between the industry and most people.
In fact, almost all companies attach great importance to the income of their employees, but this attention is focused on the best people all year round.
Especially in recent years, many senior executives of insurance companies have expressed deep concern about the low-income situation of insurance people, and regard improving the income of people as the key to the transformation of the industry.
As a result, we are trying to build the insurance industry into a high-end, elite high-income industry, and become the "unity of knowledge and action" for the transformation and reform of many insurance companies.
In recent years, the image of high-end people, frequent travel, serving various high-net-worth customers, and winning large orders and honors and commendations has been endlessly in the circle of friends.
Although all kinds of data posted by insurance companies show that the production capacity income of the first person is increasing significantly, the first person with a really high-end income is still a minority, and the vast majority of them are a visible and hopeful goal for the first person and even the new person to set up.
After all, MDRT, which is regarded as a symbol of elite high income by the industry, is only about 200,000 yuan in commission income. Moreover, most of the back-office employees of insurance companies who are really at the grassroots level of the business to actually promote these "annual income millions" and "insurance entrepreneur projects" are somewhat distant from this.
Whether it is the previous in-house guidance and management of the field business, or the current in-house service to empower the field service, the difference in income distribution rules and interest appeals has always made the internal and external staff quite disjointed: one side can not bring customer business and the income is relatively stable, and the other side does not have to work for chores and various superiors and subordinates and earns more.
In the boom season, the above is not a problem. But when winter comes, limited resources can only be invested in the side that can bring business, which is a very simple choice.
As a result, in the past few years of industry reform, although the low-capacity first-class team has lost and fallen off, the most affected is still the grassroots office, the organization has been abolished, the salary has been optimized, and a large number of grassroots employees who cannot keep their names and voices have become the price of reform.
During this period, the phenomenon of stagnation or even reduction of income for many years is common in the complaints of a large number of grassroots training, claims, supervision, compliance and other personnel, and the monthly salary is three or two thousand, and the situation of getting off work at ** point is also some.
The norm for insurers in third- and fourth-tier cities.
Income distribution is indeed a huge proposition, and its complexity and multi-dimensionality are beyond imagination.
How to distribute is an esoteric science for all walks of life, and it has existed in the insurance industry for a long time. However, in the previous period of rapid development, all problems can be solved through development, but when entering the stage of stock game and high-quality development, every knife to cut the cake will not be so easy, and it is impossible to satisfy everyone. In addition, the plate carrying the cake is still swaying back and forth.
Looking at the downturn of the capital market, it has in fact continuously broken through the previous hypothetical model of insurance companies, and the previous booming "spread" product operation has now made too many insurance companies sweat; The landing of "newspaper and bank integration" has pierced the prosperity of banking and insurance whitewashing; Individual insurance and intermediary channels have also seen the shadow of this decree.
The first month of 2024 will end, such as "Bancassurance Starts to a Good Place: Under the Sharp Fall, Foreign Insurance Companies**? In the article, the bancassurance channel has declined across the board, and only a few companies are still sprinkling the so-called "term payment" premiums as the results of bancassurance term delivery and value transformation.
In recent years, the rather brilliant intermediaries have also fallen significantly under the expected influence of this wave of "integration of newspapers and banks", and there are a large number of insurance companies with heavy positions in the early stage and use them as long-term strategic channels The premiums in this field have shrunk by as much as a percentage.
Nowadays, although there are still some foreign-funded insurance companies and small and medium-sized companies turning to intermediary investment, the stability and market structure of this channel also show that it is still a channel for short-term impact on premiums.
As for the other main channel of personal insurance, it seems to be good, and some institutions have shown a rare growth momentum under the "integration of newspapers and banks". However, from some exchange data, it is found that the payment duration of individual insurance channels is generally shortening, and considering the current performance strategy and product structure of many companies, the unit cost and value of individual insurance are shrinking, which is generally occurring.
In particular, it should be noted that when the pricing rate is constantly adjusted, from 4025% to 35% from 35% to 30% if the insurance company maintains 30% is under pressure, and after it continues to fall, what else can it sell? If so, even then. 0%, will insurers continue to carry the risk of fee spread loss and interest spread loss?
Although the fluctuation of the capital market and the decline in investment returns are the problems that the insurance industry and even the entire financial industry need to face together, the model of raising premiums through investment and making profits has long become the "comfort zone" of the industry.
Of course, the vast majority of insurers, especially grassroots workers, will not and cannot take this into account. They can't understand why the more they do, the more they lose, and why they do so much knowing that they are losing. Maybe even if you know, you can't do anything about it.
As a result, what they see is that institutions are working hard to achieve and complete various KPIs, and then the company's performance is growing, premiums are expanding, and asset strength is improving, while their own efforts are getting more and more unfortunate.
What about the company, and especially if it is possible to sustain it in the future? Strategic decisions on investment, products, channels, etc., are scientifically analyzed by professionals, discussed and prudently formulated by senior management, and it also takes time to see results, which is the most direct way to "reduce costs and increase efficiency".
Under this concept, in recent years, various initiatives such as organizational structure reform and double election have spread in many companies, and some companies have even carried out more than once.
Although the battle is extremely large, the excitement is extraordinary, and some headquarters even have a shutdown, in fact, most of the people who come through the competition for the top or the market signboard have their own magical powers, even if they do not compete for the position, there are ways to retain the salary and position.
Those who are really optimized are either those who have no background or are left by the previous leaders, and those who decide on reform and candidates are naturally beyond competition and reform.
Relatively speaking, it is much easier to start at the grassroots level, whether it is the abolition of grassroots marketing agencies or the optimization and adjustment of branches, the headquarters is easier to promote with administration and assessment.
Even if there is a dispute, judging from the income level of most parts of China, the compensation and loss will not be as many as the headquarters personnel who gather in Beijing, Shanghai, Guangzhou and Shenzhen. As for how much cost is saved, it depends on the data reporting ability of each organization.
Does cost reduction necessarily increase efficiency? Judging from the reflections, feelings and experiences of many insurance grassroots workers, it is common to see that there are fewer people living less, and the situation of one person with two posts or even multiple posts is common.
In particular, there are more and more business divisions, project teams, and offices from various reform projects in the headquarters, and the results of their work seem to be provided by grassroots organizations.
In addition, the daily communication reports and document exchanges with local regulators and other higher-level departments have made many county-level insurance agency personnel wear stars and moons like migrant workers in Beijing, Shanghai, Guangzhou and Shenzhen.
If the income and workload are trade-off, it has become a point of complaint for many grassroots personnel.
Between the dredging and blockage, there are all kinds of strange phenomena: the opportunity cost is getting lower and lower, the phenomenon of migrant workers settling and doing part-time jobs to subsidize income is no longer an occasional phenomenon, and even those who participate in arbitrage no longer have a psychological burden.
It is reported that some claims service personnel directly told customers when they encountered customer complaints, dialing 12378.
In such a situation, the mobility problem of branch staff arises spontaneously. All of the above seems to provide insurance companies with another perspective to reduce costs and increase efficiency, which is obviously the opposite of efficiency, high-end and high quality.
To a certain extent, it is also a buried mine that I don't know when it will explode.
Perhaps an oversaturated efficiency increase is not the desired efficiency increase.
After all, insurance has always been a business that revolves around "people to people"; The temperature of the industry, the temperature of the enterprise, and ultimately the temperature of "people".
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