近些年在新冠疫情影响加剧的全球经济环境中，许多跨国公司和零售店面陷入困境。但与此同时，也促进了全球电子支付的发展，电子支付被广泛的认可，我国作为全球支付行业的强国，更是在此大背景下迎来了新的契机，随着国家提出刺激消费的重要举措和不断出台支持跨境电商领域的政策，国内跨境支付领域也迎来发展的高峰，不断涌现出一些提供全球性的综合支付解决方案的支付公司。但正因为行业规模和市场需求的不断增加，也使得支付公司管理能力跟不上业务发展的问题逐渐突出，尤其在人力资源管理上也出现诸多的问题。

       本文结合X支付公司所处的行业背景、企业发展阶段以及跨境事业部实际情况，从管理问题出发进行深入剖析。首先，利用行为事件访谈法在跨境事业部中挑选6名优秀绩效销售人员和6名一般绩效销售人员，进行了行为事件访谈和胜任力特征提炼；其次，利用问卷调查法进行了数据验证；最后，通过验证样本进行了模型验证，从而构建了一套适用于现阶段X支付公司跨境事业部销售人员的胜任力模型。模型包括综合销售专业素养、个人成长与客户成功及执行韧性三个大类，具体包括13个胜任力特征指标，具有一定的现实意义和理论意义。

In recent years, many multinational companies and retail stores are in trouble in the global economic environment with the intensified impact of the new crown epidemic. But at the same time, it has also promoted the development of global electronic payment. Electronic payment is widely recognized. As a powerful country in the global payment industry, China has ushered in a new opportunity under this background. With the important measures to stimulate consumption and the continuous introduction of policies to support cross-border e-commerce, the domestic cross-border payment field has also ushered in the peak of development, A number of payment companies providing global comprehensive payment solutions have emerged. However, due to the continuous increase of industry scale and market demand, the problem that the management ability of payment companies can not keep up with business development has become increasingly prominent, especially in human resource management.

Based on the industry background, enterprise development stage and the actual situation of the cross-border business unit of X payment company, this paper makes an in-depth analysis from the perspective of management issues. Firstly, six excellent performance salespeople and six general performance salespeople were selected from the cross-border business unit by using the behavior event interview method, and the behavior event interview and competency feature extraction were conducted; Secondly, a questionnaire survey was used to verify the data; Finally, the model is validated through the validation sample, so as to build a set of competency model suitable for the sales staff of the cross-border business division of X payment company at this stage. The model includes three major categories: comprehensive sales professional quality, personal growth and customer success, and executive toughness, including 13 competency characteristic indicators, which has certain practical and theoretical significance.