I'm passionate about technology and how it can make agents and brokers more profitable, so it's only natural that automation-related topics find their way into my work-related goals. Perhaps other agencies could benefit from adopting some tech-based goals in their own shops.

The recently announced ACORD-User Groups Information Exchange survey results (see NU, May 29) show the extent to which agents are adopting solutions that have already been developed. Therein lies an important goal--beat the survey tabulators to the punch and learn about a feature of your agency's management system that your agency hasn't yet fully implemented. Better still, learn about two or three.

Perhaps it's accounting. Many agencies perform redundant activities and follow clunky workflows because they use off-the-shelf accounting software, rather than accounting functionality within their agency management systems. This cuts into agency profitability in a couple of ways.

First, standalone accounting software costs money to purchase and upgrade. Second, because of redundant work and disjointed processes, staff must spend more time performing functions that could be better handled right in the agency management system.

Many agencies also fail to take advantage of their systems' ability to reduce paper handling.

Agencies that use e-mail to communicate with customers and underwriters, for instance, can attach the documents and communications right to the customer file. There's no need to print and file. The entire thread can be easily accessed right from the agency management system. Trust your automation. It's there.

By the way, this goal can and should be an agencywide effort, not one that just principals or system administrators undertake. Get users to look at what the system offers, and have them suggest ways to improve agency operations by capitalizing on all available features.

It also need not be done entirely within the agency. User groups and the people who are part of them bring a wealth of information and practical know-how on the ins and outs of agency management systems. Ask them for ideas.

Resolve to do something with this newfound knowledge. Implement features that agency staff members identify as potentially valuable. Test it. Ask a limited number of people to try the functionality, and see how it fits with office workflows and procedures.

Again, this is not a solo venture. By empowering staff members to drive implementation and test and evaluate results, the agency gets a true sense of what works and what needs to be improved.

Also, the earlier staff is involved in a decision, the stronger the buy-in from ownership will be. We find that to be especially true in decisions that involve change.

For instance, our agency is doing a rewrite of all personal lines procedures. We have a committee, drawn from people at various levels within the agency, working on the project.

When we go to implement the change, it will be more successful because we can tell agency staff--all 400-some of them--that the new procedures were developed by a group of their peers.

Here, too, other agencies can help. User groups possess a wealth of expertise and experience in all areas of agency management system functions. Just ask.

Resolve to give something back. Whether it's with an agency management system user group or other association, or right within the agency, take the time--or, more likely, make the time--to contribute.

Take what you know and share it with somebody else. In almost every agency, there is one employee who knows how to do something better than everyone else, and another employee may be more familiar with another process or feature. Share.

Get involved in industry groups. If you can't devote a lot of time, at least fill out surveys when they come around. Answer calls from others who may be struggling with something your agency has found success with.

By tackling these items--learning about and implementing available technology, then giving back--agents and brokers will have their hands full. At the same time, through increased efficiencies and productivity, they should have their bank accounts full, as well.

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