チズルママの日記
人材とは….信頼 | ”Human Resources is Trust"
2022年05月12日
保険代理店「BSLインシュアランス』の代表取締役田中氏
東京生まれ、東大卒業後、1974年興銀入社後バブル破滅
その後、生保日本現法（スェーデン生命）の立ち上げのため転職
2002年友人と投資会社を始めると同時に、投資会社の子会社として
25歳年下の若者と保険代理店BSLを創業
創業後、投資先の保険を獲得する事で、大手損保会社数社が、
共同出資してくれる….異色の代理店に！！
最初の３年間は投資先を中心に保険を取り扱いつつも、出資を食いつぶしていたが、
その後、徐々に増収増益となった。
そのキッカケとは….人材
1..マーケットの対象を法人向けに絞り損保会社の法人営業担当者を経験している人材を、取扱保険会社から『三顧の礼』をもって雇えた事！
彼らも自分の会社の商品しか取り扱えない不満があり顧客へは、ベストの商品を、提供したいとの強い志を持っていたことから、保険会社も、やむをえなく転職を認める。
又、雇うにお願いしてから準備を含め、定例異動時まで１年待った人材もいる。
その後、彼らが来てくれたお陰で、彼らが保険会社時代、大企業向けにアレンジした商品設計を中堅企業向けにも提供した事で信頼を得た。
保険が万が一の時に、スムーズに保険金を支払いすることが大事である。
代理店には支払い権限はない、もともと保険会社にいた人材ゆえに顧客に貢献できたのも、信頼を得るのに役立ったと思う。
保険金を払うのは保険会社、保険は信用力、代理店は顧客からの信頼が大事
2...まず損保会社出身の営業マンに種類株（議決権はないが分発権はある）付与した事。
彼らが会社を大きくすれば会社の価値も上がり、彼らの分発権も増えるというインセンティブ。
価格的なのは、2017年投資会社から独立させた際に、彼らを取締役にし、かつ株式を平等に分割した事にある。
真の意味での『EBO=社員がオーナーになる（Emloyees become the Owner)であり、親会社など、旧役員にGoldenパラシュートを与えたわけではない。
それは、彼らがこの会社を大きく育てたわけであるので当然の理である。
会社は誰のもの？ と云う問いに答えるには…21世紀のあるべき会社だと自負している。
3…最後に人材育成
会社と社員との相互『認識の共有』と『信頼の醸成』に尽きる。
まず、積極性、論理感など情意能力５項目と、商品知識、説得力など業務遂行力５項目についての評価シートを手段として使う。
まず、（日）自己評価、貢献したこと、会社の改善すべき点などを発言してもらい、マネジメントは聴く場を設ける。
（(月)役員会で評価、（火）貢献した事項、改善事項につき具体的にFeed Backする。
上記評価を、毎年評価（10月、3月）決算期、3月には今期の賞与と来期の報酬を通達これを長年繰り返すうちに会社と社員の期待のギャップが埋まり、信頼が醸成される。
会社は『謙虚』でなければならない。
この３つのポイントは、どんな会社にも共通する経営にとって一番大切なことだと思う。
＊＊田中さんと仕事と人材のお話をした中で、経営に対する情熱
尊敬の一念に感じられ….一筆お願いしました。
These are the words of Mr. Tanaka, Representative Director of BSL Insurance, a health agency.
He was born in Tokyo, graduated from the Tokyo University, and joined the former Industrial Bank of Japan in 1974.
After changing jobs several times, he started an investment company with a friend in 2002, and at the same time, he founded the insurance agency "BSL Insurance" as a subsidiary of the investment company with a young man 25 years younger than him.
After the founding of the company, they became a unique agency in the insurance industry, co-financed by several major insurance companies, by acquiring insurance for our investment portfolio!
They had difficulty turning a profit for the first three years, but gradually increased revenue and profit.
The reason for the increase in revenue; ... Mr,Tanaka said it was the talent of the people working there.
1, Securing human resources
By narrowing the market focus to corporate customers, he was able to amicably hire people headhunting with experience as corporate sales representatives at major insurance companies.
They had a strong desire to offer the best products to their clients because they were dissatisfied with only their own company's products.
They were also dissatisfied with the fact that they could only deal with their own company's products.
After we asked them to join us, some of them waited for a year before making the move, including preparation.
After that, thanks to their cooperation, we were able to gain the trust of all parties by arranging and offering products for major companies as well as for medium-sized companies.
Insurance is all about smooth payment of claims in the event of an emergency.
Since insurance agents do not have the authority to make payments, I think the fact that I was able to contribute to customers because of my background at an insurance company was also helpful in gaining their trust.
Since it is the insurance company that pays the insurance claims, it is important for the agents to have the trust of their clients.
2, Incentives
The company gave class shares (no voting rights, but they have the right to issue shares) to salespeople who came from non-life insurance companies.
It is an incentive system that if they grow the company, the value of the company will increase and so will their fractional shares.
In 2017, the company became independent from the investment company, and at that time, they were appointed to the board of directors and their shares were divided equally.
It is a true 'EBO = Employees become the Owner' and it is not a golden parachute for the parent company or the former directors.
Who owns the company?
It is only natural to ask who owns the company, since it is the employees who have grown the company.
3. Finally, human resource development
The company and its employees must mutually "share a common understanding" and "foster trust.
First, the five emotional abilities, such as aggressiveness and a sense of logic.
Five items of business execution skills such as product knowledge, persuasiveness, etc.
In total, we used a 10-item evaluation sheet as a means of evaluation.
Employees were asked to speak up about their self-evaluations, contributions they made, and areas for improvement at the company, and management provided a place to listen and evaluate the results at a board meeting.
A routine was created to provide specific weekly feedback on contributions made and areas for improvement.
In light of the results, the company notified the employees of their bonuses for the current fiscal year and their compensation for the next fiscal year during the March accounting period.
As this process is repeated over the years, the gap between the company's expectations and those of the employees is filled, and trust is fostered.
The company is only the foundation and must be 'humble.
I think these three points are the most important for management, common to any company.
I spoke with Mr. Tanaka about his work and human resources, and was so impressed by his passion for management.
I am glad to hear his precious story.
東京生まれ、東大卒業後、1974年興銀入社後バブル破滅
その後、生保日本現法（スェーデン生命）の立ち上げのため転職
2002年友人と投資会社を始めると同時に、投資会社の子会社として
25歳年下の若者と保険代理店BSLを創業
創業後、投資先の保険を獲得する事で、大手損保会社数社が、
共同出資してくれる….異色の代理店に！！
最初の３年間は投資先を中心に保険を取り扱いつつも、出資を食いつぶしていたが、
その後、徐々に増収増益となった。
そのキッカケとは….人材
1..マーケットの対象を法人向けに絞り損保会社の法人営業担当者を経験している人材を、取扱保険会社から『三顧の礼』をもって雇えた事！
彼らも自分の会社の商品しか取り扱えない不満があり顧客へは、ベストの商品を、提供したいとの強い志を持っていたことから、保険会社も、やむをえなく転職を認める。
又、雇うにお願いしてから準備を含め、定例異動時まで１年待った人材もいる。
その後、彼らが来てくれたお陰で、彼らが保険会社時代、大企業向けにアレンジした商品設計を中堅企業向けにも提供した事で信頼を得た。
保険が万が一の時に、スムーズに保険金を支払いすることが大事である。
代理店には支払い権限はない、もともと保険会社にいた人材ゆえに顧客に貢献できたのも、信頼を得るのに役立ったと思う。
保険金を払うのは保険会社、保険は信用力、代理店は顧客からの信頼が大事
2...まず損保会社出身の営業マンに種類株（議決権はないが分発権はある）付与した事。
彼らが会社を大きくすれば会社の価値も上がり、彼らの分発権も増えるというインセンティブ。
価格的なのは、2017年投資会社から独立させた際に、彼らを取締役にし、かつ株式を平等に分割した事にある。
真の意味での『EBO=社員がオーナーになる（Emloyees become the Owner)であり、親会社など、旧役員にGoldenパラシュートを与えたわけではない。
それは、彼らがこの会社を大きく育てたわけであるので当然の理である。
会社は誰のもの？ と云う問いに答えるには…21世紀のあるべき会社だと自負している。
3…最後に人材育成
会社と社員との相互『認識の共有』と『信頼の醸成』に尽きる。
まず、積極性、論理感など情意能力５項目と、商品知識、説得力など業務遂行力５項目についての評価シートを手段として使う。
まず、（日）自己評価、貢献したこと、会社の改善すべき点などを発言してもらい、マネジメントは聴く場を設ける。
（(月)役員会で評価、（火）貢献した事項、改善事項につき具体的にFeed Backする。
上記評価を、毎年評価（10月、3月）決算期、3月には今期の賞与と来期の報酬を通達これを長年繰り返すうちに会社と社員の期待のギャップが埋まり、信頼が醸成される。
会社は『謙虚』でなければならない。
この３つのポイントは、どんな会社にも共通する経営にとって一番大切なことだと思う。
＊＊田中さんと仕事と人材のお話をした中で、経営に対する情熱
尊敬の一念に感じられ….一筆お願いしました。
These are the words of Mr. Tanaka, Representative Director of BSL Insurance, a health agency.
He was born in Tokyo, graduated from the Tokyo University, and joined the former Industrial Bank of Japan in 1974.
After changing jobs several times, he started an investment company with a friend in 2002, and at the same time, he founded the insurance agency "BSL Insurance" as a subsidiary of the investment company with a young man 25 years younger than him.
After the founding of the company, they became a unique agency in the insurance industry, co-financed by several major insurance companies, by acquiring insurance for our investment portfolio!
They had difficulty turning a profit for the first three years, but gradually increased revenue and profit.
The reason for the increase in revenue; ... Mr,Tanaka said it was the talent of the people working there.
1, Securing human resources
By narrowing the market focus to corporate customers, he was able to amicably hire people headhunting with experience as corporate sales representatives at major insurance companies.
They had a strong desire to offer the best products to their clients because they were dissatisfied with only their own company's products.
They were also dissatisfied with the fact that they could only deal with their own company's products.
After we asked them to join us, some of them waited for a year before making the move, including preparation.
After that, thanks to their cooperation, we were able to gain the trust of all parties by arranging and offering products for major companies as well as for medium-sized companies.
Insurance is all about smooth payment of claims in the event of an emergency.
Since insurance agents do not have the authority to make payments, I think the fact that I was able to contribute to customers because of my background at an insurance company was also helpful in gaining their trust.
Since it is the insurance company that pays the insurance claims, it is important for the agents to have the trust of their clients.
2, Incentives
The company gave class shares (no voting rights, but they have the right to issue shares) to salespeople who came from non-life insurance companies.
It is an incentive system that if they grow the company, the value of the company will increase and so will their fractional shares.
In 2017, the company became independent from the investment company, and at that time, they were appointed to the board of directors and their shares were divided equally.
It is a true 'EBO = Employees become the Owner' and it is not a golden parachute for the parent company or the former directors.
Who owns the company?
It is only natural to ask who owns the company, since it is the employees who have grown the company.
3. Finally, human resource development
The company and its employees must mutually "share a common understanding" and "foster trust.
First, the five emotional abilities, such as aggressiveness and a sense of logic.
Five items of business execution skills such as product knowledge, persuasiveness, etc.
In total, we used a 10-item evaluation sheet as a means of evaluation.
Employees were asked to speak up about their self-evaluations, contributions they made, and areas for improvement at the company, and management provided a place to listen and evaluate the results at a board meeting.
A routine was created to provide specific weekly feedback on contributions made and areas for improvement.
In light of the results, the company notified the employees of their bonuses for the current fiscal year and their compensation for the next fiscal year during the March accounting period.
As this process is repeated over the years, the gap between the company's expectations and those of the employees is filled, and trust is fostered.
The company is only the foundation and must be 'humble.
I think these three points are the most important for management, common to any company.
I spoke with Mr. Tanaka about his work and human resources, and was so impressed by his passion for management.
I am glad to hear his precious story.