Talent Management – Part 1

by Jack Burke - President - Sound Marketing, Inc. on April 7, 2010 · 6 comments

ReSourcePro has agreed to provide regular contributions to the Insurance Ecosystem blog. These may be from someone at ReSourcePro or a communicator of their choice. They have chosen to lead off with a series of blog posts on “Talent Management” by Jack Burke, President of Sound Marketing, Inc. Please join with me in welcoming ReSourcePro and Jack to the Insurance Ecosystem.

There are only two vital items in the available inventory of any business in the insurance industry: talent and time. The question then becomes how can a successful agency, wholesaler, or company maximize those items. How can you get the most out of the talent of your employees and how can you gain more productivity with the limited resource of time?

Bored Lady with Pen.jpg

Over the next few submissions, we’ll be taking a look at these questions and possible solutions.

The insurance industry simply sells a promise – a promise to be there (with money) in cases of accident, disaster, or lawsuit. That intangible “promise” has been traditionally backed up with paper, creating an industry that is very paper and data intensive. That’s why we first heard the phrase “Paper Free in ‘83”, then “Paper Free in ‘93”, and then again “Paper Free in ‘03”. I’m sure there is a truly “paper free” insurance agency somewhere, but I have yet to see it. And before you begin to raise objections, think of the workloads foisted upon your printers so that employees can handle a physical document. If you’re still in doubt, take a look at your wastebaskets at the end of a day.

We process a lot of paper, a lot of data every day. Perhaps that’s why the eyes of agency owners seem to glaze over when the latest buzzwords of “talent management” are heard. Yet this data constantly impinges on the value or your talent and the use of their time.

For the management of too many agencies, talent management means getting the work done without incurring overtime. Work that frequently consists of menial and redundant “tasks” having little to do with the unique talents of the assigned staff. That’s why so many CSRs complain that they are hired to service customers, but their performance evaluations focus on their processing of data and paperwork – not customer service.

In our next post, we’ll delve deeper into maximizing talent.

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