本個案主要藉由在壽險公司擔任外勤營業單位資深處經理二十年的 Kate 於2018.7.1 接獲職務異動，空降至未達公司年度績效考核標準的 A 單位為背景，Kate 她如何在僅剩下的半年時間完成 A 單位的年度績效考核以及人員向心力的整合、單位文化的重整與建立呢？面對這短期任務與長期營業單位向上的發展您會怎麼做呢？

個案所處的壽險產業相較於一般產業的給薪方式，有著極大的不同。其對於外勤業務人員的薪酬形式，大部分採取承攬無底薪制的合約，承攬無底薪制的給薪特色是公司對這些業務同仁並無固定的薪水支出或保障其最低工資的限制。然而無底薪行業如房仲業等，其大都有一些共同特點，就是人員的收入報酬與其所產出的績效成果完全掛鉤。一般來說，無底薪行業的公司多會採用高佣獎的方式來激勵員工達成良好的績效，也就是說，在無底薪的人壽保險公司外勤業務同仁們遵循且追求的報酬是多勞多得的原則。在這樣無底薪的薪酬形式下，收入多寡全憑該人員自己的本事，所以這些人員在工作上多具備獨立作業、高度自主的特質，擁有這些特質的員工他們重視自身理想的實踐以及挑戰高薪的企圖心遠遠大於無底薪所帶來的收入威脅與不安，這跟一般有底薪的員工在管理上有著很大的差別。

本研究透過哈佛個案形式探討在無底薪壽險產業中的空降管理，以及如何發揮領導特質，並且在組織內推動變革，導入標竿學習讓所帶領的團隊能完成短期的績效任務，運用鯰魚理論使營業單位長期發展更有效率。以空降議題為開端並在有限時間內完成任務，呈現壽險產業的經營與領導，期望每一個不同經歷背景的管理者可以透由本個案故事所提供的經驗以及知識，將所學的知識落地轉化為解決問題的能力，提供管理者在管理上不同面向的啟發與更細緻的思維。

This case study focused on a senior manager Kate, who has twenty-year working experience in the field service department of the life insurance company. She got a job transfer to unit A, which failed to meet the company's annual performance evaluation standard in 2018/7/1. As a top executive, how did Kate complete the annual performance evaluation, integration of internal cohesion, and the cultural reconstruction of unit A? If it were for you, what would you do when faced the short-term task and the long-term business upward development?

The way of salary payment of the life insurance industry discussed in this case is
quite different from the general industry. Most of the employees working as field sales are paid in the form of a contract with non-base salary, and the characteristic of non-base salary is no fixed payroll or guaranteed minimum wages for these salespersons. However, the industries with the non-base salaries, such as real estate agents, have some common features – the employees’ income and reward are completely linked to their performance. Generally speaking, companies with non-base salary will give a high commission to motivate employees to achieve excellent performance. In other words, in the life insurance companies with non-base salary, employees follow the principle of more work and more rewards. In the form of such payment, the amount of income depends entirely on the staff’s ability, so these employees have the characteristics of independent work and a high degree of autonomy in their work. In terms of management, employees with these characteristics value the practice of the ideals and the intention to challenge a high salary more than the threat and insecurity brought by non-base salary. That is quite different from the general employees with abase salary.

Through the form of Harvard business case study, we discussed the outside management and how to give a full play to leadership traits in the life insurance industry with non-base salary. Also, pushing for the organizational change to introduce benchmarking, so the teams can complete short-term performance tasks and make use of catfish theory to make long-term development of business more efficient. Starting with the outside issue and completing the tasks within a limited time, we tried to present the operation and leadership of the life insurance industry. It was expected that through the experience and knowledge provided by this case, managers from different backgrounds could combine practice with the theories and transform the knowledge into problem-solving skills to provide managers with a variety of aspects of inspiration and more detailed thinking on management.

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