The study aimed to explore the complicated situation concerning the training issues of organization, job, and financial planners that the study could be a detailed reference for understanding the perception of financial planners when developing training. In this chapter, conclusions are presented first in section one. Practical implications and suggestions for further research are presented in section two.
Conclusions
The study utilized qualitative approach to explore the training needs analysis of financial planners. The totaled number of interviewed wealth management business related managers and financial planners in banks is ten. The dialogues in interviews are recorded into
transcripts. Then, the transcripts are categorized, coded and analyzed. Based on the research findings, the study proposes conclusions as below.
First, while the organizations are competing in the wealth management field, they still have a number of gaps between where they are and where they want to be due to problems of establishing their fame and brand, of developing their professionals, of re-constructing their organizational system to maximize the business efficiency and effectiveness, and of
innovating competitive products for differentiation, especially in some local banks.
Second, to perform the job well, financial planners must develop effective strategies to enhance the three most important competencies: strong mental strength to live with pressure, client pool developing, and knowing the market trend. The three intertwined competencies require complex knowledge and skills together e.g. professional knowledge of finance,
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interpersonal skills, emotion management, and marketing knowledge. Even though strong mental strength to live with pressure, developing client pool, and knowing the market are the three most important competencies among these competencies, the three competencies could not stand alone and should be integrated with other complicated competencies. In addition, financial planners should also polish their language skill to reach clients from different ethnic groups.
As for the performance problems, performance difficulties and problems can be summarized as the bear market, poorly set performance standard and goals, customers’
distrust, and the heavy requirement of financial planners’ knowledge. On the personal
problems, the interviewee noted resistance to be transferred into the wealth management field, and work pressure resulted from heavy workload, and personal laziness and impatience
toward their job and customers.
Last, on the learning issues of the financial planners, experiences that help establish client pool by being a senior staff in the same branch and experience that help understand the market trend in a securities company are explored. Financial planner acquire their
competencies through mentorship, TABF, College financial program, self-study, taking certification exams to satisfy their training needs such as financial product introduction, interaction skills etc. Their current learning channels includes TABF, corporate training, reading papers, magazines, conference, colleagues sharing, learning from clients, CFP certification and training, and courses from consulting firms.
Managerial Implication
Based on the research topic, research finding, the study provides implications on the
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human resource issues including organization issue, recruiting and selection, and training.
1. Organizational issue: Improve the financial planners’ system and provide better assistance for their job and personal lives.
When the local banks are pursuing expanding opportunities in wealth management, the old people and organizational system might not fit the needs of the changing business, thus reducing the efficiency of the organization and employees. More appropriate performance management and evaluation system are needed to maximize the performance. On the other hand, the job of financial planners require the ability of strong mental strength to live with high pressure, the organization may provide better assistance to help them deal with role conflict, and work and life pressure.
2. Recruiting and selection: Develop appropriate strategies for recruiting and selecting the right financial planners.
The recruiting and selection of financial planner are critical for the later performance and success. The recruiting staff should make sound judgment according the required competencies because wrong decisions often lead to considerable loss of organizational financial resources and brand fame. Strong mental strength to live with pressure, developing client pool and knowing the market are the three most important and also intertwined
competencies among these competencies. Other required competencies are also provided by this research for a holistic view of financial planners’ competencies. And, background of working in securities bank is beneficial for knowing the market. The recruiting staffs may utilize the given rationale and importance order to judge the fit of the applicants to the job and to the organization.
3. Training: Provide differentiating contents, diversified learning channels and financial
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aid for financial planner, focus more on practical skills, and build up a complete training system to better develop financial planners and reduce the training cost.
According to the findings, financial planners of different experiences and seniority demand for differentiating training contents and training method. The trainer need to consider how to better deliver their service and differentiating contents to the financial planners. Next, practical skills such as investment practice, and tax planning that is practical for the high net worth individuals should also be focused to better equip financial planners with necessary competencies. Last but not least, the management should consider the possibility of
constructing a complete on line and off line training system to better deliver their training in a more efficient and effective way.
Recommendations for Future Research
First, this study represents a practitioners’ insight, emphasize on the financial planners’
and wealth management business related managers’ own suggestion and perception of the training practice and training needs issues. Due to the scope of this study, time available for research and the environment of research, the research has its own limit of budget, resources, and participants. Follow-up research such as training design, training evaluation of financial planners are recommended to be studied.
Second, this study has explored the training needs analysis of financial planners in four local banks. A comparison of between training needs analysis of financial planners in local banks and foreign banks would be ideal to better understand the training needs of financial planners in foreign banks, thus gaining a more holistic view of financial planners’ training needs and relevant implication.
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APPENDIX A. THE COVER LETTER
銀行業理財規劃專業人員訓練需求之研究
敬愛的理財專家：您好！
本研究主要目的在於探究銀行業理財規劃專業人員的訓練需求，希冀能為實務界 提供專業貢獻，其結果將可供作日後理財規劃人員的選、訓、用、考之重要參考依 據。您是此一領域的專家，研究小組不揣冒昧，期盼能當面就教 您的寶貴經驗及意 見。懇請 慨允。
本研究調查所得的所有資料，將僅作為學術研究之用，研究者必善盡資料保密之 責，請 您放心接受訪談。萬分感謝 您能撥冗提供寶貴看法和指導。
敬祝
鴻圖大展，事事順利
國立臺灣師範大學 科技學院 國際人力教育與發展研究所
指導教授：賴志樫 博士
研究生：林勝豪 敬上
衷心感謝您寶貴的意見
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APPENDIX B. INTERVIEW GUIDELINES
訪談大綱
研究目的及訪談型式介紹 :
Introduction to the purpose and format of the study 1. 請描述當前財富管理環境及教育訓練的現況？
What are the current situation of wealth management and training of financial planners?
2. 至少應具備什麼樣的能力，才能在理專一職勝任愉快?
What competency do you require to perform your job successfully?
3. 有哪些您過去的能力或經驗 (擔任理專之前)有助於目前的工作?
What prior competency or experience did you bring to your position that helped to make you successful in your job?
4. 有哪些您過去的學歷、參與的訓練課程是有助於目前的工作?
List any course, workshop, training program you attended that you feel have helped you successful in your job?
5. 工作上的挑戰、達到績效的困難處為何?
What are the major difficulties to achieving performance standard?
6. 請問您目前有什麼樣的訓練需求? 您目前的學習管道有哪些?
What are your training needs? What learning channels do you use to develop your competency?
受訪專家基本資料 Personal Information:
姓名 name： 職稱 job title：
年齡 age： 電子郵件 E-mail:
從事理財規劃相關工作年資 work seniority： 年/years 是否擔任主管職 Managerial Position?:
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APPENDIX C. INTERVIEW TRANSCRIPTS EXAMPLE
Number Content Important notion Code ABY0101 由於台灣前幾年的財富管理不是以客戶資產合理配置為導