Strengthening the Front Line
Getting everyone on the same page
Successful agencies have uniform expectations and rules
By Emily Huling, CIC, CMC
Does it seem like each of your CSRs is running his or her own individual agency? It’s not uncommon for CSRs to have a unique way of doing things and to give you valid reasons why that way works best for them. These reasons include individual workspace; technology quirks that necessitate creating “work arounds”; producer styles and desires inconsistent with usual procedures; and CSRs’ knowledge and skill levels that drive how and what they are comfortable doing.
No matter what the agency size—5, 10, 20, or 50 people—everyone must follow the same basic cultural and operational standards, or agency results will suffer. Client service deteriorates, productivity is diminished, internal relationships are strained, and errors and omissions can occur.
It’s not easy getting everyone in an agency going in the same direction, but it’s absolutely necessary for continuous improvement, growth and profitability. Here are some ideas to put everyone on the same page.
Be clear on what behaviors are desired and what will be evaluated. Job descriptions don’t do it all when laying out what’s expected. Getting the job done is certainly a key element of meeting expectations, but it’s not the only one. Positive attitude, practicing the agency’s values, adherence to procedures, effective and positive communication, and continuous learning also should be part of an employee’s performance assessment.
Management needs to clarify these standards so that employees at all levels understand the behaviors that support these expectations. These expectations may be called Principles of Top Performance, Ground Rules, Agency Constitution or Ten Commandments of Service.
For example, one of my clients has a “no surprise” policy. Clients, co-workers and carriers are to be kept informed of significant business transactions and never be surprised. Employees are proactive in letting clients know about changes in premiums, coverage and claims. Carriers are informed about changes in risk, and communication between co-workers is timely and solution-oriented.
Another agency has an “avoid triangles” agreement. When problems arise, employees are to go first to the person involved. No behind-the-back communication or gossiping is tolerated.
“Don’t judge others” is another common commandment. Treat everyone with equal respect, courtesy and professionalism.
“Demonstrate superior work ethic” speaks to the need for confidentiality and keeping agreements: adhering to the work schedule, minimizing interruptions, and presenting an appropriate appearance.
These standards of conduct solidify and strengthen your corporate culture. All associates should be held accountable for carrying out these ideals, and they should be part of the evaluation criteria on performance review forms.
Treat the problem, not the symptom. Many agency owners and managers tell me they need workflows and procedures to be in place and followed. Digging deeper, I learn that their desire is to improve productivity and client service for bottom-line growth. Workflows and procedures play a part in that, but there is much more to address.
Only through expanded thinking can managers get to the root of things. For example, sometimes when managers don’t think procedures are in place, they are. They may not be in writing or consistent, but some process is in place to get the work out, policies issued and billed, and clients served. Before making a diagnosis, managers need to look at the symptoms that are creating processes that are not consistent or effective.
For instance, many CSRs are constantly behind on their service work, yet the agency results compared to best practices standards show the CSRs should be handling more business. Before jumping to a conclusion and implementing a remedy, managers need to look at a variety of possible causes.
One cause might be technology capabilities. Internet reliability, carrier interface and download issues, and outdated and inefficient equipment can all affect performance. User competency varies because training is inadequate or the staff is not held accountable for using new tools available with recent system upgrades.
Another activity that eats up a lot of CSRs’ time is price-shopping and remarketing business. CSRs are told to shop by producers who haven’t investigated or addressed issues with clients. CSRs don’t always have the confidence or skill to handle price objections. Some agencies have too many carriers, making it difficult for the agency staff to keep up with the different rating structures, coverages, billing modes and staff relationships. Each possibility mentioned requires a different response and action plan.
Another issue is that renewals are too often late, inaccurate and a fight for your life. It’s easy for agency staff to point fingers at the carriers, clients or competitors. But consider the old cliché about blaming others. One finger points outward and three point backward. Here are a few internal issues to consider:
• Account handling team responsibili-ties are not defined. Many agencies split CSR account handling by alphabet, so CSRs are dealing with several producers, each with his or her own style and expectations. Some accounts are automatic renewals, and others require more extensive work. Without individual responsibilities defined and followed, account quality and retention suffer.
• There is no agreed-upon renewal process with clients or companies. What time frame is in place for the renewal process? Are there marketplace or carrier changes to consider? Who’s in charge of gathering renewal information? When and how will client contact be made?
• There are no client service plans in place for key clients. It’s in the agency’s and the client’s best interest to know how their account is being taken care of and what to expect during the year. What’s the timeline for policy delivery, loss control visits, claim reviews, payroll and sales audits, and so on?
Unless the roots of problems are addressed, positive change and improvement will not occur. It’s like putting a bandage on an infection. Unless the infection is diagnosed properly and appropriate treatment is applied, the ailment will continue.
Hire and retain good people. The easiest way to ensure that employees are on the same page is to hire them based on a set of uncompromising criteria. Attracting better candidates is the first step. How do agencies do that? By knowing that top performers want to work in environments with a strong culture of the principles mentioned above and in organizations that have solved challenges by addressing the core symptoms. Qualified candidates come from employee referrals, school internship programs and business networking.
Interview to find the best fit for you and the candidate. With a concise job description and culture statement in hand, review the résumé for compatibility. Conduct a phone interview to assess voice quality and telephone skills. Use assessment tools including personality profiles and technical competency tests. Use the achievements of your top-performing staff as benchmarks for what you are seeking. Check references. Include staff members in the interviewing process, making sure they are well versed in the elements of a legal interview.
Great employees want to succeed, so a key to retaining them is to help them succeed. From a strong orientation program for new hires to career planning for seasoned professionals, agencies need to fuel personal development and pride. In addition to opportunity and growth potential, employees seek flexible work hours and telecommuting options.
On-site benefits such as wellness and fitness programs are extremely popular today and help retain top talent. Examples are free flu shots, chair massage, quiet rooms to take a break, weight control and smoking cessation classes, and access to fitness centers. Caring workplaces also encourage community involvement. Employers of choice now offer employees the ability to do volunteer work during the workday.
Getting all agency employees on the same page requires management to clearly state and enforce behavioral expectations; to analyze, diagnose and treat the symptoms of problems rather than jumping to conclusions and implementing ineffective remedies; and to hire and retain good people through effective recruiting and workplace practices. Practice these principles, and your agency will be climb the ladder of success!
The author
Emily Huling helps the insurance industry create top-performing sales and customer service organizations, and is the author of several books on the subject. For information on her programs and products, call (888) 309-8802 or visit www.sellingstrategies.com.