Table of Contents 

Customer Service Focus

Collaboration, innovation and engagement

Essentials to fostering and retaining service team talent

By Maggie Tirschman, CIC, CISR

As Baby Boomers move towards retirement, the insurance industry is starting to experience challenges in the workforce—and this will continue.

How will this affect agencies from a growth and profitability standpoint?

Success and profitability in the insurance industry are not dependent on sales alone. They also depend on the service that follows in order to retain accounts and attract new business. Agencies will not only need to attract and develop the younger employees but also look to optimize their current workforce, particularly mid-career service professionals. With new opportunities being presented to your top service talent as well as competition for the next generation of service candidates, what is your agency strategy for engaging the next generation of insurance service professionals and maintaining loyalty and job satisfaction within your service team in order to retain them?

As an experienced mid-career account manager at one of the nation's top insurance agencies, I have found that a large portion of my job satisfaction and loyalty are not centered solely on salary and employee benefit plans. Instead, they result from the resources and initiatives in which our company invests to motivate, nurture, grow and energize its current service teams.

So what types of strategies can you, as an agency owner, manager or supervisor, put into practice to help foster and retain talent at the service level?

Based on my experience and information contributed by my peers, some of the key strategies that focus energy and increase productivity to optimize, retain and grow your workforce, follow.

Leverage technology. Today's clients want real-time insurance solutions. To accommodate them, your service team needs the most technologically advanced systems to meet those expectations. It is critical in today's environment that agencies keep up on the latest account management, operating and paperless filing systems; real-time transactions, intranet, and instant communication systems. It is also important to take the time to research and choose the systems that fit your business structure and budget, which will allow your service team to work smarter and connect better with clients to outperform the competition.

As an example, our agency management system provides real-time capabilities. We are able to access carrier portals immediately with one click of a button as opposed to repeatedly keying in a carrier's Web site address and entering usernames and passwords. Real time saves time while increasing productivity by allowing quick access to clients' policy documents, forms, and billing data to provide accurate and timely answers and solutions.

Account managers and service teams also rely on their agency's intranet system. Quick and accurate customer service is enhanced when agency policies and procedures, training materials, carrier information, internal message boards, and social media Web sites can be found quickly and easily on an internal Web site. Our agency's system, which we call "The Hub," provides us with quick and easy access to all of the agency resources and initiatives in one location, which greatly improves communication and collaboration across service teams and regional offices.

A career development program. Whether your account managers have been with your agency for two or 20 years, more than likely each one has specific career development goals and hopes to be recognized for the individual skills and strengths he or she brings to the agency. Regardless of whether they are looking for upward mobility or are satisfied in their current positions, everyone benefits from a personal career path or development plan.

Managers who are actively engaged in an employee's career and development and meet on a regular basis to discuss, update and track that success send a clear and positive message to their workforce. This says they are committed to their growth and development and are working together to develop skills for success. It also lets the employees know the leadership of their agency has confidence in their abilities and a sincere interest in their career goals, and is encouraging growth and new challenges. An agency's leadership team can also contribute to career development by encouraging participation in external training, cross-functional opportunities, and special projects and committees that will provide experience and learning opportunities outside of the daily work routine.

Encouraging social activities. Teamwork and commitment will evolve as colleagues spend time with one another inside and outside of the office. Fostering an environment that promotes department and interdepartment outings, carrier functions, sporting events, and spur-of-the-moment happy hours is to everyone's advantage.

Successful agencies (I am speaking from experience here) spring for ice cream on a hot summer day, or pizza on a cold, wintry day and have it brought in to the office for all to share. Account managers use these fellowship opportunities to get to know their service and leadership teams outside of their daily work routines on varying levels, strengthening those relationships and building trust and respect, which ultimately leads to greater productivity. Employees who feel they are part of a team and are comfortable in their surroundings move towards greater team collaboration and efficiency, and promote a happier and more productive workplace.

This same approach applies to insurance carriers and other industry partners, strengthening and building those relationships as well in a more informal setting.

Wellness programs and healthy work/life balance. Wellness programs are a vital component in promoting work/life balance. Healthy, active service team members who feel fulfilled at work, at home, and in body, mind, and spirit create a positive, stimulating, and productive work environment. In order to allow for this, leadership on all levels needs to be committed to allowing and fostering an environment and a flexible work schedule that allows employees to take care of themselves and their families. Whether the need is for an earlier start to the work day, a later start to the work day, or longer breaks at different times during the day, having appropriate technology and backup plans in place to foster this environment is essential to the health of all and not as difficult as it used to be.

Developing and empowering an internal wellness committee to organize programs such as on-site fitness classes, ergonomic evaluations, health risk assessments, flu shots, employee assistance programs, quiet/rejuvenation rooms, healthful vending machine choices, etc., support a work environment where leadership reinforces a sound wellness strategy that keeps employees motivated and engaged.

Recognition. Let's face it; everyone likes to hear they are doing a good job. Whether it is an informal, impromptu "thank you for being here," a monetary reward, recognition from an immediate supervisor, or a high-five from the CEO, recognition is vital to letting account managers and their service teams know their work and dedication is appreciated. For instance, we have several recognition programs at our agency, a $50 spot bonus for recognition among peers; quarterly awards presented by the CEO at our employee meetings that reward commitment, innovation, and company core values; an entire month dedicated to employee appreciation which is always full of good surprises; and as stated earlier, just a little pizza or ice cream on the spur of the moment.

Leadership commitment. Your service team members are motivated, energized and committed when they have confidence in the agency's leadership and have management's commitment. An agency's culture and leadership attracts employees who are successful in attracting and retaining clients. Think about how you want your account managers and service teams to describe the leadership and management of your agency. For example:

• Does leadership demonstrate transparency and integrity in communications and actions?

• Do they ask for input from the team and allow for participation in decision-making?

• Is the focus on power and control or on inspiring capabilities?

• Are your managers quick to judge or to trust?

• Does your agency treat mistakes as great learning opportunities or chalk them up to poor performance?

Great performers thrive in an environment where leaders are honest, ask for input, recognize good work, provide opportunity to learn and grow from mistakes, and foster overall positive experiences. Account managers and their service teams need to feel the support of leadership that promotes transparency; the relationship being built is professionally and personally satisfying and not always just about "getting the work done."

In summary

Robert Frost once said, "In three words I can sum up everything I've learned about life: It goes on." In my opinion there are three words that sum up everything an agency can do to help foster and retain talent at the service level: "collaboration, innovation, engagement."

Creating a positive workplace requires teamwork, partnerships, and collaboration. When service teams collaborate, they breed innovation, and they will find the most effective solutions for a more satisfying client experience. As our industry becomes more customer centric, innovation will be essential to differentiate ourselves by providing new service channels such as mobile solutions and real-time systems. This will give our service teams the support and tools they need to retain and satisfy our clients. Service team engagement is a critical component in developing strong positive attitudes towards their work performance, the organization and its leadership, and the clients they serve. As a result, your service team members will feel motivated to work harder to contribute to the success of the agency and have a much stronger belief that they are key contributors in that success.

The author

Maggie Tirschman, CIC, CISR, is an account manager in the Madison, Wisconsin, office of M3 Insurance. M3 Insurance is a commercial insurance agency providing property and casualty, employee benefits, financial services, and personal lines insurance. Maggie, who is a licensed property and casualty agent, supports the agency's efforts to build and maintain client relationships. She is the 2012 National Outstanding CSR of the Year.

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