Paper代写范例：Job Attitudes in the Insurance Industry

Paper代写范例-保险业的工作态度。本文是一篇留学生paper写作范文，主要内容是讲述保险业一直以“黏糊糊的销售人员”和高得离谱的离职率而臭名昭著。在行业内部，保险销售是一项面临节奏的工作，在销售业绩和产生新的或潜在的业务方面，来自上层的巨大压力。这些少数因素和许多其他因素对保险代理人职位上的个人有很大影响。这与保险代理人的工作态度直接相关，而工作态度会影响工作表现的其他因素。下面就一起来看一下这篇Paper代写范例的具体内容。

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.

我在采访中的发现和对农夫保险公司的亲身经历可能会让那些不熟悉保险公司内部运作的人感到惊讶。总的来说，农民和其他行业所面临的臭名昭著的高营业额问题正在变得更糟。在新员工和公司所谓的“顶级生产商”之间，以及农夫保险公司面向每种类型的保险代理人的方式之间，存在着独特的动态。

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.

在这篇论文中，我将回顾我的调查结果和建议，以促进农夫保险公司的工作态度，特别是在保险代理人职位上。我采访了农夫保险的几位员工，从内部现任员工那里获得了一些视角。此外，我将介绍农夫保险在工作态度和绩效驱动方面所做的工作，以及它对个人保险代理人的实际影响。之后，我将深入研究我对公司的建议，以及对未来员工和保险行业经验丰富的退伍军人的一些建议。

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.

农夫保险是一家大型保险公司，大多数人都通过商业广告和其他广告方式听说过它。农夫保险一直是美国排名前三的保险公司，经常位居第二。农夫保险实际上是该公司的营销名称，实际上是一组为不同形式的风险制定保单的保险公司。除了农夫保险旗下的不同公司外，代理商还经常签约为Farmers以外的公司的生产商，以便他们可以承保非Farmers保险公司承保的保险产品。

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.

我通过采访以前的同事来收集信息，因为在这次任务之前，我曾以不同的身份在农夫保险工作。我通过传统的方式安排了一次午餐或咖啡聚会，以帮助受访者感到舒适。我明确表示，我收集的所有信息都将保密，农夫保险不会因为他们给我的任何信息而进行任何报复。

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.

受访者的年龄各不相同，从20世纪中后期到60年代初。所有受访者都有保险代理人的头衔，尽管保险代理人在做生意时身兼数职。大多数受访者是男性，只有一名女性受访者。大多数任期平均为3-5年，其中一届任期达到40年。这个行业主要是男性，尽管在某些情况下，女性经纪人与男性经纪人一样成功。保险成功与否取决于你的个性和影响能力，保险代理人的客户和潜在客户之间存在明显的年龄歧视。

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.

农夫保险通常只雇佣佣金，没有底薪。连续三年，他们降低了各行业的基本佣金百分比，主要是汽车、家居、生活和商业。这极大地影响了保险代理人的工资，因为他们需要创造大量的新业务才能获得与以前相同的收入。然而，农夫保险增加了对具有高“代理标准”的激励措施，每个标准的不同基准的字母等级从D到AAA不等。他们将达到“AAA”标准的奖金增加了约25%，“AA”标准的奖励增加了约12%。虽然这对已经处于最佳生产状态的保险代理人来说是一个巨大的变化，但这大大阻碍了刚刚起步，甚至几年来一直生产良好的代理人的收入。为你的机构获得AAA或AA评级是一项非常困难的任务，而且只有由管理人员和保险生产商在他们手下工作的保险代理人才能实际获得。

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.

这并不理想的原因是它扼杀了新的人才和希望进入保险行业的人。首先，你必须了解保险业务及其产品的来龙去脉，才能正确书写产品，避免因保单不正确或风险类型不正确而取消保单。其次，你必须建立一个客户网络，这主要是通过在他们家里给潜在客户打电话来实现的。这纯粹是一场数字游戏，几乎不可能知道你获得了什么类型的客户。机构评级的一部分取决于客户质量，以及你所写的保险单类型。在你的保险职业生涯早期，这两件事都很难实现，因为探矿主要是在业务中进行的，即冷电话。

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.

虽然这进一步推动了公司新业务的顶级生产商，但农夫保险采用的这一策略受到了大多数员工的负面评价。它鼓励中等水平的保险代理人提高到AA和AAA，这对公司整体来说是有好处的，因为它提高了客户和销售产品的总体质量。然而，要获得AA和AAA评级是非常困难的，而弥补佣金降低造成的损失的唯一方法是制定更多的政策或提高你的机构评级。

Interviews 访谈

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.

在对农夫保险现任保险代理人的采访中，我发现，由于薪酬结构的这些变化，代理人对Farmer insurance及其日常任务的承诺水平平均较低。

Edwards and Bell (2008) found a statistically significant positive relationship between overall satisfaction and task performance… 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发现，总体满意度与任务绩效之间存在统计学上显著的正相关关系。Fu等人报告称，工作满意度的各个方面（薪酬、同事、监督和工作本身）对组织承诺有显著影响。一项对过去25年在14个国家进行的[原文如此]研究的荟萃分析表明，销售员工的组织承诺与工作绩效之间的关系是积极的，并且比非销售员工的关系更强。

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.

薪酬从佣金转向代理奖金的直接结果是，他们对农夫保险的组织承诺与工作满意度之间存在明显联系。当被问及“你对自己的工作有多满意？”时，受访者的回答是1-5分。平均回答为3分，较新的保险代理人处于低端，更多的资深代理人处于高端，没有回答为5分。对于“你对自己的薪酬有多满意？”的回答平均为2分，无论任期如何，大多数经纪人的满意度都很低。“你所做的事情能得到足够的报酬吗？”这个问题得到了压倒性的“否”，表明了工作满意度和薪酬满意度之间的明显联系。

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.

当被问及“你觉得自己是一个大整体的一部分，还是更像是一个代表公司工作的人？”以及随后的问题“你喜欢（他们的答案）吗？”时，答案总是站在为公司工作的个人一边。事实上，后续问题的答案是，他们确实喜欢自己感觉更像一个个体。这是因为他们觉得自己更能控制自己的日常活动，因此更像自己的老板。“你觉得自己对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)

研究还发现，感知的组织文化、工作参与以及意义和安全的心理条件之间存在显著的正相关关系。心理意义与工作投入的相关性（r=0.402）高于心理安全（r=0.212）。此外，当引入心理意义时，模型的解释力显著增强，这一结果证实了其对组织文化与工作投入之间的正相关关系的调节作用。也就是说，如果员工认为并体验到他们的工作是有意义的，他们应该促进他们的个人成长、贡献承诺和工作参与。

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.

它认为，在采访中，农夫保险最近对其薪酬结构所做的改变对组织承诺和工作满意度都产生了负面影响，部分原因是他们的行为降低了“心理意义”。工作承诺降低了知名度，进而降低了所有人的满意度。我问受访者，在前几年，他们是否更致力于农夫保险及其总体角色，得到了一致的“是”。然而，有趣的是，“你对社区及其成员的承诺程度如何？”和“与前几年相比，承诺水平是否增加、降低或保持不变？”的答案表明，对社区成员的承诺有所增加，尤其是在任期较短的代理中。

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.

对于“你的工作有多丰富多彩？”这个问题，我有一个有趣的回答。我得到了不同的意见，尽管每个受访者都有相同的保险代理人的头衔。一些人觉得，他们被迫转向专业知识较少的领域，希望改善销售的多样化，并由于薪酬结构推动机构改进而混淆了他们的角色清晰性。一项关于“社区机构专业治疗团队同行提供者工作满意度的预测因素”的研究测量了角色清晰度作为工作满意度的一个预测因素。

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满意度的重要预测因素，这表明，与其他研究中的员工一样，同行提供者将工作满意度视为角色清晰度的好处。然而，由于同行提供者在组织中的角色和身份的复杂性，他们以独特的方式从角色清晰中受益。

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.

在这篇论文中，他们正在研究同行提供者，正如所述，他们在组织中扮演着复杂的角色和身份。同样，保险代理人在保险业的任何一家公司中都扮演着复杂的角色。薪酬结构变化导致的被迫行为变化明显降低了代理人的角色清晰度，反过来也降低了他们的整体工作满意度。

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.

我发现组织承诺和工作满意度较低的另一个原因是，总体而言，受访者认为大多数代理商无法实现农民的目标。普遍认为，在某一年内，排名前5%的机构能够达到AAA。即使是任期最长、一直在该州前三大生产商中的最老代理商，其代理评级也只有B级，比AAA低3级。尽管25%甚至12%的奖金非常有吸引力，但大多数机构获得的奖金不超过5%，低于他们减少奖金和提高基本佣金的水平。

Findings Overview 调查结果概述

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.

总的来说，农夫保险在支付结构方面所做的一切确实伤害了大多数员工。此外，由于基本佣金减少，新员工不太倾向于作为代理人加入，而更倾向于作为另一个代理人的制片人加入。不利的一面是，他们最终可能会以进一步降低佣金的方式赚取底薪，如果他们决定成为自己的代理人，他们将不得不在工作多年后零续约（有时是代理人收入的30%），从头开始创业。农夫保险可以做出一些改进，使其薪酬结构对普通代理人更具竞争力，同时为其员工和为其投保的客户保持更高的标准。

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:

与前几年相比，我采访过的受访者的组织承诺和工作满意度普遍下降。这背后的一个主要驱动因素是农夫保险制定的薪酬结构的变化。经济学家领导的一项关于工作满意度和经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)

本论文使用工作满意度作为在职效用的衡量标准，将排序模型与经典代理模型中的租金捕获进行对比。在后者中，工人不保留租金。他们从绩效工资中获得的额外收入正好抵消了因受到收入风险和努力而损失的公用事业。因此，工人在每个部门都应该获得相同的效用，在控制收入后，那些获得绩效工资的人应该拥有更低的效用。相反，我们的实证结果表明，无论是在简单的比较中还是在简约的回归中，那些获得绩效工资的人的工作满意度都更高。一旦收入，以及最终的许多其他控制因素被包括在内，这种优势就与零没有太大区别。在我们的任何估计中，我们都不会发现那些领取绩效工资的人的工作满意度较低。

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.

本篇论文使用这项研究的语言，农夫保险所做的是全面降低绩效工资，并提高最富有的5-15%的人的奖金。这项研究的结果表明，工作满意度与获得绩效工资的员工之间存在显著相关性，这是保险代理人除了续保和奖金之外获得收入的唯一途径。Cornelissen和他的团队发现，使用绩效薪酬结构绝对没有负面影响。

First Recommendation 第一个建议

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.

尤其是在保险业，新员工的最低工资是最低的。雇佣新的保险代理人的风险极低，因为你只为代理人提供管理费用，而且一旦他们完成销售，你就要向他们支付（100%的佣金工资）。相反，新代理商有一个无限的上限，因为他们可以为你的业务带来不可估量的收入，而你仍然只会产生典型的管理成本。

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.

我的第一个建议是让农夫保险提高基于绩效的薪酬或佣金结构。在过去的几年里，他们每年都会减少销售的每一种产品的佣金。他们需要更换或修复目前基于绩效的薪酬体系，因为这并没有给新的甚至长期存在的代理人提供像过去那样成长的机会。

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.

如果他们要修复目前的制度，就应该放弃这种头重脚轻的机构评级奖金制度。或者，他们可以改变他们要求机构遵守的标准，并将要求改为AA或AAA机构。例如，他们不需要在业务手册中要求产品完全多样化，而是可以通过在一两个保险领域的良好生产来实现AA，因为他们可能缺乏在每个保险领域生产的经验或资源。

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.

如果他们要取代目前的制度，我建议他们开始比较他们现在向代理人付款的方式与农夫保险尽最大努力时对代理人的补偿方式。不幸的是，农民们已经连续两年表现不佳。回顾他们之前是如何成功的，这将是建立一个更基于绩效的薪酬结构的新平台的一个很好的起点。

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)

我们还隔离了风险容忍度在排序模型中的作用。该模型预测，这应该只对那些领取绩效工资的人有影响，并且应该在控制或不控制收入的情况下这样做。事实上，我们使用独特的风险容忍度变量来证实这一预测。在那些领取绩效工资的人中，更大的风险承受能力是工作满意度的一个强有力的积极决定因素，但在那些没有领取绩效薪酬的人中没有起到任何作用。

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.

这一点尤其重要，因为潜在的保险代理人自然需要有更高的风险承受能力。当你需要稳定的收入来养活家人和支付抵押贷款时，担任100%佣金的职位是一个勇敢的举动。由于在大多数情况下，新的保险代理人都是这样，农夫保险并没有充分利用他们天生的劳动力个性特征。如果他们增加基本佣金，这将进一步鼓励这些高风险、高回报的人尽可能多地繁荣生产。从长远来看，这将为农民赚更多的钱。

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.

农夫保险没有理由不能两全其美，鼓励其代理人和客户提高质量标准，鼓励刚起步或可能在公司工作了一段时间的代理人成长。他们的结构需要以某种方式改变。另一种选择是失去对公司的承诺，工作满意度下降，对员工的工作态度总体消极。这可能导致缺勤率增加，甚至高于行业标准的离职率。

Second Recommendation 第二个建议

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.

我的第二个建议是，农夫保险改变他们制定政策的方式，使其更有利可图。反过来，他们可以增加员工的现金流，提高他们对工作的态度。他们也可以通过其他方式减少支出，减少广告支出，或减少其他管理成本。

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，这项建议有一个非常实质性的缺点。改变他们制定政策的方式以提高盈利能力可能会疏远当前和潜在客户，并可能导致代理商失去业务。减少广告支出也会减少新业务，这可能会再次导致代理商失去潜在的业务，因为他们不知道农夫保险的存在，或者不想将竞争对手的报价与农夫保险进行比较。

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.

减少开销是一个很容易提出的解决方案，但在实践中执行起来要困难得多。减少开销的唯一“简单”方法是减少公司旅行和会议，乘坐代理人飞机上课或听著名演讲者的演讲。即便如此，这也要付出对个体代理人来说并不那么明显的代价。例如，减少开销可能包括减少公司IT支持人员的数量，从而在代理遇到技术问题时延长等待时间。此外，这可能会伤害客户，因为接听新保险索赔电话的员工人数较少，其中一些可能是紧急情况。

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.

关于这一建议，我个人将把它作为另一个解决方案的补充。略微减少管理费用将有助于提高公司的盈利能力，并使客户和员工都受益。尽管如此，过多地减少管理费用还是有很大风险的，因为这样做可能会导致上述问题或其他不可预见的复杂情况，这些问题比实际情况更难解决。

Recommendation Overview 建议概述

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.

总之，我认为农夫保险应该深入考虑第一个建议，并确保实施第二个建议。从我与受访者的谈话中，我询问了他们对这两项建议的意见，以帮助解决农民面临的薪酬结构问题。我得到的反馈与我在这个问题上所做的研究一致。灌输这些建议将大大提高公司员工的整体道德，并鼓励优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.

References 参考文献

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本篇paper总结了农夫保险面临一个真正的问题。他们的员工正在对公司及其发展方向失去信心。对公司现任员工的多次采访清楚地证明了这一点，这些员工的年龄、任期和性别各不相同。当农民没有达到整体增长的预期，也没有减少他们向代理商支付的总金额时，他们的未来前景黯淡。农夫保险需要鼓励增长。他们的产品和承保流程已经为他们愿意承担的政策类型和风险制定了标准，这不是他们目前需要解决的问题。该公司正在以几乎没有风险的方式拒绝潜在的顶级代理商，只是因为他们不像过去那样向员工支付报酬。此外，Paper提出这个问题正在引起当前代理商对工作的不满，他们的组织承诺也呈下降趋势。重新平衡他们补偿代理人的方式是不可避免的。农夫保险需要改变他们的薪酬结构，以吸引新的顶尖人才，并保留他们现有的人才，否则它将转向最适合自己的领域。本站提供各国各专业paper范文以及paper写作辅导等相关服务，如有需要可咨询本平台。