May 25, 2013

Escape the Policy Checking Quicksand

Often seen as one of the necessary evils of insurance, policy checking is a critical task at any insurance agency. A Rough Notes study from 2009 estimated that 53% of policies issued by carriers contain an error and about 90% of those policies actually contain 2 or more errors. Retail brokers are the last line of defense in making sure the insured doesn’t receive a defective product. When facing the policy checking challenge, most agencies are either spending too much time and money or not doing it at all. I’ve compared policy checking to quicksand because some agencies are avoiding it while others wade into it only to discover that last year’s policy still hasn’t been checked or checked properly. Escape_From_Quicksand

It has been my experience that agencies typically delegate policy checking to a customer service rep, account manager, or someone else who has multiple responsibilities.  This person is often interrupted by phone calls from insureds with questions or producers who are looking for quotes.  These constant interruptions cause the policy checker to lose their place and spend time finding it again when they can return to the task at hand. This leads to low productivity, additional mistakes, greater E&O risk and high cost per policy checked.

 

So, how can you escape the policy checking quicksand? 

Policy checking is one of our most frequently requested client tasks and we perform policy checking for more than half of our 165 clients. We have seen the task performed a dozen different ways but our clients wanted to know, what is the best way to check a policy? We set out to answer that question.

The Study

Our Operations Excellence team (OPEX)  conducted a benchmarking study around policy checking data.  OPEX is made up of 10 fully dedicated process analysts.  They apply LEAN and Six Sigma philosophies to their work and are responsible for innovation, analytics, and ReSource Pro’s Total Quality System.

The Method

OPEX observed and collected data from all of our policy checking clients, a total of 95.  They compared:

  • Amount of time it took to check each policy
  • # of source documents required to check the policy
  • # of fields on the policy that needed verification
  • Any additional steps in the process such as
    • Checking forms and if so, were forms attached
    • Updating the system
    • Creating invoices/ form letters.

The Results

OPEX found that monoline  policy checking takes 25-106 minutes to check. Package policy checking takes a minimum of 60 minutes and at most 240 minutes! The number of fields checked ranged from 15 to 28 and policy checkers used between 1 and 8 source documents. After analyzing this data and comparing processes between the shortest and longest times, ReSource Pro came up with a game plan to avoid sinking in the policy checking quicksand.

 

Escape the Quicksand

Reduce Discrepancies 

This may seem like a no-brainer but it is crucial. To reduce discrepancies you must first understand why they exist. Common causes include incomplete submissions, missing information from the producer/insured, late system updates, poor data entry, inaccurate source documents. Then you can take the necessary steps to prevent them from happening.

Enter information in a timely fashion. Insist on accurate and complete submission documents: get a process in place. Control the quality of information you put into the system and you won’t spend as much time checking and correcting errors through rework and endorsements.

Standardize

Standardization is the best tool for reducing discrepancies! Create a standard operating procedure (SOP) for policy checking. Your SOPs should be clear, concise, and user-focused. SOPs should not only include the steps to complete a task but why it needs to be done. Slice tasks into sub-tasks and in turn each sub-task should be broken down further into steps. Steps can be broken down to key points. The result is an SOP that acts as a checklist for your processor.

What should you standardize?

  • Source documents: define what the policy should be checked against. What that looks like depends on your agency and it may change over time – especially if you are starting with low-quality data.
  • Fields to be checked: Focus on critical fields.  Does wording on templates need to be checked?
  • Use a checklist: Make it visual. All team members should use the visible representation of the task. Checklists also allow for quality control. If the same discrepancy is occurring over and over you should be able to see where on the checklist it is happening and improve your SOP.

Segment

Treat large and small policies differently, they have different needs. You can’t devote the same amount of time to each, lest you run the risk of losing money on the smaller accounts. Really think through the complexity of the accounts, the quote process, and the characteristics of the policies. Create multiple levels of policy checking. Level 1 for small accounts, Level 2 for larger/more complex accounts, and so on. Make sure your SOPs highlight the differences.

Agency Operations & Profit

In conjunction with Insurance Journal, ReSource Pro Analytics (the research arm of ReSource Pro) has released an Agency Operations and Profit Survey.

survey

The survey is the first of its kind and will benchmark the relationships between agency performance and operations management. It will examine how people, process, technology and culture intersect. It will compare and contrast manager and employee views of their agency’s operational effectiveness to see if there is a gap between perceptions and experience. Operations is like the tide that can raise or lower all ships. Which direction are you headed relative to your peers? How effective is your agency’s operations?

This survey is open to agency owners, managers, producers, and service staff. All answers received will be pooled and aggregated with other survey data to ensure anonymity and to develop the survey results. Respondents have the option to include their email address in order to receive a free report of the survey’s findings.

Click here to take the survey now! We are confident you will find it worth while.

 

 

 

How Process Improvement Drives Agency Profitability

insurance-journal-logo-340 Here at ReSource Pro we believe strongly that process drives profitability.  We are constantly talking about it. We shout from the rooftops that process improvement is the “treasure trove in your own backyard.” Last week weren’t the only ones! Andy Simpson of Insurance Journal recently penned an article around process improvement and agency profitability. Our CEO, Dan Epstein, was interviewed for the piece. The article in a nutshell: Epstein’s pitch is not about just writing more accounts; it’s about writing accounts profitably.

Read the article and listen to the podcast here.

Profitability is an Inside Job Part I: Don’t Just Do It

 

F3Processes_openerIf you are seeking to build the profitability of your agency or brokerage, you may already be missing your biggest opportunity for 2013. It isn’t an issue of sales or strategy or training, or renewals or taxes or systems. Rather, it comes of a long-held industry culture of looking outward for growth.

It may sound like a truism, but to increase profitable growth, you must write accounts profitably. But how many agencies measure this? How many know which accounts are profitable? How many have evaluated and measured the steps of their processes in order to calculate the cost of processing their accounts?

 

Don’t “Just Do It”

The answer, unfortunately, is very few. Like Nike’s tag line, “Just Do It,” we’ve all been just doing it—managing accounts with limited reflection—for years. “Just doing it” means neglecting standardization, process discipline, measurement, compliance and consistency. This has resulted in enormous inefficiencies that are often accepted as an inevitable part of the business.

“Just doing it” for so many years has resulted in enormous hidden costs within agencies and across the insurance industry. Put aside the E&O risks incurred each day that arise as a result of different people within the agency performing the same task differently, often in contravention of their agency’s own aging standard operating procedures. Looked at purely in terms of direct expense, there is a huge drag on productivity, employee contribution, profitability and growth in allowing unexamined processes to persist. We estimate that most agencies can raise profits by 10 percent, which for an organization with a 20 percent margin represents a 50 percent improvement opportunity through process improvement.

 

Getting in Shape

“Process” is often neglected because it is so ubiquitous that we take it for granted. Familiarity breeds contempt. If it is seen, it is as the output of things we do, subject to the needs of the client or the producer or hour. Worse, it may be viewed as a necessary evil, a painful, boring workout program that the out-of-shape, would-be athlete leaves to another day.

Bad process eats profits for breakfast every day. Good process drives competitive advantage and profitable growth. Why do we allow bad process to endure? Why do we compare it to an athletic workout program? Because process requires an evaluation of where you are today. Self-reflection and measurement lays bare all the things that don’t work and challenges people out of their comfort zone to change.

Agencies should not embark on process evaluation and improvement as a source of self-criticism or shame. Rather, it is to be celebrated and embraced with pride. The rewards are profound, recurring and later become part of an agency’s ongoing annuity and value multiple. This is not to say that change is easy; it never is. You take one day at a time, but if you know where you’re headed, why and how, and you commit, you can achieve great and unexpected changes.

 

Part II, Part III

Insurance Outsourcing Support Services: What, Why and How

C-Users-sschlegel-Pictures-Question-Mark-Man

 

Last week RSP CEO Dan Epstein presented at a web event along with Christopher Stanton, partner at Hill Dickinson LLP.  “Insurance Outsourcing Support Services: What, Why and How” gave people a chance to understand a little more about this complex multi-layered topic.

 

 

What
Insurance organizations delegate routine tasks such as data entry, certificate issuance, policy checking, and many other tasks that are neither client facing nor core to the business. ReSource Pro focuses on continued process improvement and manages over 4,000 tasks efficiently with high success rates.

Why
ReSource Pro likes to focus on a much overlooked  reason to outsource: that is to maximize the talent you already have on your team. Top producers spend only 37% of their time selling. 37%! The rest of their time is spent servicing. If your producers aren’t producing then it may be time to rethink strategy.

How
ReSource Pro acts as a back office secret weapon. We work on your data entry and routine tasks while you provide proactive service to your clients.

 

This webinar was hosted by the Global Outsourcing Association of  Lawyers (GOAL). GOAL hosts several free web events each month with speakers in the know on their topic.

 

Changes in Ex Mod & Work Comp Premium Calculations

image2013 marks the first changes in ex-mod calculations in over two decades.  Employers with poor loss histories will probably be seeing their rates go up, while employers with good histories, solid management practices, and good safety programs will probably realize some financial benefits.

The effective implementation timing is predicated on a state-by-state basis, depending on their adjustment periods.  Additionally, under the new guidelines, the rate calculations will continue changing on an annual basis.

To help agencies and their staffs better understand the changes and the impact on their clients, ReSource Pro consultant Jack Burke recently interviewed Kevin Ring, the Lead Workers Comp Analyst at the Institute of Work Comp Professionals for the monthly publication Audio Insurance Outlook and has allowed ReSource Pro to share it with their clients. 

Click here to access the interview.

“Mother Nature” and the Insurance Market

The changing market in the insurance industry is a topic we covered in the past. About a year ago, to the date, we hosted an event in Miami to talk about the cost and opportunities of a changing market. And just the other day I was revisiting an article from July 2012 on the topic of hard market that reads….”additionally no one knows what Mother Nature has planned for the upcoming year, many companies are struggling to survive”.

Well, Is this the “Mother Nature” event the insurance industry has been referring to? Is this the event that will harden the market. S&P does not think so. In a report they released today they state:

“Standard & Poor’s Ratings Services expects Hurricane Sandy to have a limited impact on the ratings on U.S. property/casualty (P/C) insurers, global reinsurers, and certain catastrophe bonds. Although we anticipate that losses from this event will affect (re)insurers’ fourth-quarter earnings in 2012, for most (re)insurers the hit will be offset by strong capital bases and strong earnings through the first three quarters of 2012. The event is unlikely to materially affect premium rates in loss-affected lines.”

On the other hand, although the industry can weather the financial hit — estimates of which have now hit $20 billion of insured losses and still climbing, some industry pundits are saying that this is the opportunity for the industry to raise premiums with justification.

What do you think — no impact or rising premiums?

 

MONEYBALL: Apply the principles of Moneyball to your insurance organization

Oakland A’s Billy Beane will be the Keynote speaker at the ReSource Pro’s “Ahead of the Game” Executive Event. Beane will speak on how selecting the right metrics transformed the baseball industry.

Based on the success of the best-selling book and blockbuster movie Moneyball: The Art of Winning an Unfair Game, companies around the globe are lining up to learn how to replicate Beane’s triumphant Moneyball philosophy. Beane’s innovative, winning style of management and leadership involves identifying undervalued assets to create and sustain a competitive advantage. His unique philosophy and heroic underdog story offers lessons for all types of industries including health care, insurance, and finance to name a few. ReSource Pro clients have already been introduced to the impact of Beane’s management concepts through an article written by Epstein this summer, “Moneyball: Apply the Principles of Moneyball to Your Insurance Organization. I thought this would be a great time to reread.

In the recent movie “Moneyball” with Brad Pitt, the GM of the Oakland Athletics builds a winning baseball team based not on a few star performers but on a scientific approach to managing the aggregate performance of the whole team. With the smallest budget in the league, and no star players, the Athletics outperform all expectations, set the American league record for most consecutive wins and change the way the game is played. The same principles hold for insurance organizations.

Many insurance executives focus primarily on offense: building strong carrier relationships, developing competitive products and focusing on sales performance.  Meanwhile, assuring widespread product expertise, proactive customer service and operations efficiency receive relatively little attention. Back office processing operations – defined here broadly as non-client-facing, administrative and policy processing functions – amount to uncharted zones of inefficiency and waste. Submissions go in and policies come out, but in between, staff time and creativity can vanish with little trace.

Download Dan Epstein’s the article “Moneyball: Apply the principles of Moneyball to your insurance organization”

How does your agency compare to the best? Benchmarking for Improved Financial Performance

Insurance agencies have been notoriously ineffective at measuring performance; yet the top performing agencies both measure and benchmark leading practices. There is a strong correlation between effective management and effective measurement. After all, what you measure provides insight into gaps, opportunities and ultimately areas in which businesses can focus; and what investments are required.

Our upcoming Innovation Advisory Council will meet in November to discuss “The Inspired Workforce”. We have invited Marsh, Berry and Co. Inc. back for an encore performance. In a previous IAC meeting we  explored the topic of Financial Performance Benchmarking as a tool to drive organic growth. We invited MarshBerry ‘s APPEX group to facilitate a discussion on benchmarking efficiency and its relation to driving agency value. Here are some of the key takeaways from that meeting:

What can agencies benchmark?

Anything that can be measured can also be benchmarked. Benchmarking can take place internally by looking at best performing processes or groups and benchmarking others against them. If there is information on things you measure available on your industry, then you can measure externally. In this case, APPEX provides benchmarks for Retail Insurance Agencies.
Certain factors such as how much time producers spend selling vs. servicing, how well an agency controls cost, how the appointment to quote to close ratios look like, impact the agency’s performance. By benchmarking, agencies are able to focus on activities that correlate to improved results.

What do best-In-class agencies measure?
Typically agencies look at Revenue per Employee as a primary measure of performance. This is often a superficial indicator. ReSource Pro specializes in driving back office efficiencies to its clients through insurance processing outsourcing, for this reason we are interested in measuring for our clients the return on investment for their various operational strategies.
Marsh, Berry and Company’s APPEX presentation showcased new metrics and indicators that best-in–class agencies measure in order to create a total sales oriented agency culture.

How best-in-class agencies develop a sales culture for organic growth?

  • Best-in-class agencies focus on factors that drive efficiencies, productivity and margins. Some of those activities include:
  • Focus on larger average account size that typically reduce service staff cost.
  • They benchmark and help their producers achieve better hit ratios.
  • Trade some service staff productivity to support higher producer productivity (sophisticated servicing increases the time producers spend selling).
  • Provide service staff incentives based on retention, size of book serviced, timeline compliance and quality of customer service they provide.
  • Trade down smallest 20% of accounts each year by eliminating commissions paid on smaller accounts

 

Testing the Sourcing Waters

In a recent article in Independent Agent Magazine, Susan Hodges asks the the question “Why burden highly paid internal employees with tasks that can be done outside for less?”

Bruce Cochrane is the President of Renaissance Group, a Wellesley, Mass. based network of services for New England independent agencies, insurers and vendors. For the past three years Renaissance Group has been part of the ReSource Pro family. “Its about meeting customer needs quickly and in the way they want it.” Cost, accuracy and time are some of the reasons Bruce chose to work with ReSource Pro.

Outsourcing is nothing new- but the technology used to do the work and send it back and forth has become extremely sophisticated over the past few years. A rate submission arriving electronically to Renaissance at 4:3o pm  can be packaged, checked and loaded into a system that organizes the submission in to work flows and sent to China. The next morning waiting on the desktop there could be 15 or 16 quotes for the same risk.

Testing the Sourcing Waters examines several options for the agency looking to outsource some tasks.