Not a day that goes by that we don’t hear news of layoffs, downsizing, bankruptcies, the stock market’s downturn, and the dismal state of the housing market. With the unemployment rate at over 9.5 percent, we all know friends or family members who have lost their jobs, homes, investments, and — in some cases — life savings. One cannot help but wonder, “Am I next?”
The mere thought of being unemployed is stressful. The insurance industry has been faring relatively well; however, it suffered its worst first quarter in 20 years. Combine this news with the overall feeling of vulnerability and the stress of being in claims, and you have employees feeling the pressure. While claims may not be viewed as the most stressful job, I believe we can all agree that it is up there. After all, we are dealing with those who have suffered a very real loss, whether it is a family member, a home, or a car.
Although there are signs the economy is getting better, unemployment is not expected to improve until sometime in 2010, and it remains a topic of conversation wherever one goes. I believe it is the perfect time for us all to revisit what constitutes success and how to be successful. How can you make a difference to the insurance company for which you work? More than ever, now is the time to “deliver.” This means delivering service that exceeds customers’ expectations, and favorably impacts your company’s bottom line. Remember that renewal business is much more profitable than new business. Let’s take a look at what differences you can make and add value to what you do each and every day.
Enhancing Customer Service
Customers can now report claims via telephone, e-mail, fax, Internet, and even iPhones. With all of this technology available, most customers still pick up the phone and dial the claims customer service center to report a loss.
Typically customer service representatives take the First Notice of Loss (FNOL). In most cases, they are the first point of contact after the customer suffers a loss. This is such a critical time, as the customer’s impression of the company can be made in the first 30 seconds. Did you answer the phone with a caring voice or dive right into details, asking for the policy number first? Were you able to show compassion and really listen to the policyholder prior to asking for the details of the loss? Were you able to gather all of the necessary information?
When the customer hangs up, ask yourself if you would you feel good about the company if you in their proverbial shoes. Were you treated fairly? Could they see the smile and compassion on your face? Could they feel the empathy in your voice? Did they know you were there to help them? You were probably the first person they called. How did you do?
Once the claim is filed, the next person to have direct contact with the customer is the adjuster. Whether inside or working as an independent, the adjuster often has the most difficult job. After all, the adjuster may need to tell the customer that a loss is not covered. How you approach the process from the beginning will play a key role in how the customer reacts to any news you relay. Establish a positive relationship with the customer from the beginning, and maintain the customer’s trust throughout the process. In the end, your news, whether good or bad, will be better received.
Build the customer’s trust by following through on the commitments you made. Communicate in a proactive and thorough way. In the beginning, take the time to walk them through the various stages of the process so they understand and will not be frustrated. When you say you will call them back or do something…do it. Remember that most complaints occur because of a lack of communication or follow-up as promised. It is ultimately your responsibility to ensure that you pay what you owe and thus deliver on the promise of the insurance contract.
Loss Recovery
Subrogation and salvage plays a key role in the success of the company. This area’s performance has a direct impact on the company’s profitability. Every loss has a cause. If you lacked insurance and lost your home in a fire because of a faulty appliance, what would you do? Would you pursue the manufacturer to attempt to recover your losses? I think we all know the answer: Of course you would vigorously pursue those that may be legally liable for your loss. Many companies struggle with subrogation and salvage recovery as many employees consider the claim closed once payment is made and the necessary closing documents have been sent to the appropriate parties. After all, a closed claim is a good claim.
Look for ways to help your company and, ultimately, yourself. Take this process personally. If there is a potential for subrogation and/or salvage, then make it personal. After all, it is your company’s money. Investigate the claim properly and do not close it until you have all of the necessary information. If every claim employee were to be committed to the subrogation and salvage process, then results would improve drastically and impact the bottom line.
Leadership
Most leaders were promoted to a management position because they were proficient adjusters and demonstrated leadership qualities. Let’s focus on front-line managers and how critical their role is to the success of the company through delivering results, service, and motivating their employees.
There is no question the leadership team wears many hats in a claim department — from handling personnel issues and reviewing files to approving payments, hiring, working with vendors, and formulating strategies. You too may be feeling the pressure of the economy and the effects of juggling different hats. No matter how difficult things may seem, you must try to project a positive attitude when interacting with everyone. Your attitude is just as important as that of yours staff. The attitude your team displays to their co-workers and customers is a reflection of your leadership.
Employees who like and respect a manager will produce better results in all aspects of an organization. Your ability to communicate the company’s goals and direction will dictate your success or failure both as a department and an organization. If you talk down to your staff, then will they in turn talk down to the customer.
The way you speak to an employee should demonstrate the same compassion and respect you want from them. Employees are motivated by the manager who is part of the team, and who is directly connected with their successes, failures, and opportunities.
Mangers that excel take the time to effectively communicate with their employees. They show interest in who they are, what they are doing, and their goals. They are compassionate, yet understand their role as a leader in the organization.
Motivating employees is a critical goal of any leader. Motivated employees drive better results, better service, both internally and externally, and ….care. This can mean the difference between outstanding results and just getting by. Which would you rather have?