Believe it or not, hiring a good producer can be easy–once you know what to look and listen for. As with anything else, lack of preparation usually leads to shoddy results. Here are some step-by-step tips for finding and hiring people with the ability to become successful producers. We'll also discuss how to train promising producers once they're identified.

1) Ask for recommendations. Instead of running a newspaper ad, consider asking around for recommendations. Have each staff member bring a list of three people they can vouch for to next week's meeting. Make an announcement at the next Rotary Club, Lions Club or other community group function. Ask some of your longtime or largest clients. Be clear about the qualities you're looking for. Offer incentives, like cash, for their recommendations, and especially for any referrals that lead to a hire.
Here's another idea: Why not e-mail your local trade associations a one-page document asking for referrals? Include your financial incentive offer, desired qualities or abilities and the job requirements. The incentive doesn't have to be cash. How about offering to host or cater the referring company's next employee party or event? Offering a raffle, door prizes and agency material is a great way to say thanks while creatively marketing your agency.
2) Character matters. List the qualities you value and respect in a person. How does your mission statement describe your organization in terms of customer focus, leading-edge approaches, ethical practices, etc.? In other words, start with who you say you are, and who you say you want to be. In a staff meeting, ask your team to describe the type of people they'd like to work with. Broaden your focus by identifying desirable traits of those working in other sales organizations in the community.
3) Test before the interview. Successful performers keep their promises and follow up. Find out at the beginning if your potential new producer is reliable. Take note of possible undesirable habit patterns, since they can be early warning signs of trouble. Catching minor missteps now prevents huge problems later. For example:
a) Keep track of the applicant's response time when he or she faxes or e-mails a requested r?sum?. b) Direct the applicant to call you at a specific time: “John, call me at 3 p.m. on Wednesday the 20th, OK?” If John can't manage to keep this agreement, he surely won't keep one with a potential customer either.
c) Ask applicants to complete some kind of assignment before the interview. Ask them to answer some open-ended questions on topics you'll want to hear more about during the meeting. For example:
–What kind of income goals do you have for the next five years?
–How do you think being in the insurance industry will help you achieve your personal and financial goals?
–What is your perception of the insurance industry?
Did the applicant do the things he or she was asked to do before the interview? If not, you can probably stop right there.
4) Make the interview count. Instead of engaging in the unfocused chitchat that frequently characterizes job interviews, ask your applicant detailed and relevant questions pertaining to ethics, work habits and problem-solving situations that you face in the insurance industry. You're looking for clues to this person's judgment–or lack thereof. Create a value-based questionnaire with essay sections. Two sample questions:
–”One of the biggest challenges for our agency is getting buyers to not think of insurance as a commodity and conveying that price should not be the dominant factor in an insurance-buying decision. What approach would you use to emphasize value over price to our prospects and customers?”
–”You're swamped with paperwork, insurance education classes, training, prospects, appointments and commitments with your new job, and you're also being told to get along with the service team. You're responsible for producing revenue for the agency and for your own livelihood. How will you juggle the demands of your new position yet still become a 'team player' at the same time?”
Additionally, have key staff interview the applicant. Would they (or you) buy insurance from this person? Why, or why not? Listen to your instincts and to your staff. Remember that an inexperienced yet energetic, personable and teachable applicant may be a better fit for your agency than someone with perfectly polished speech and a three-page r?sum?.
5) Find tools. There are a lot of testing products available; some are quite well known, and many are costly. Try to create your own questionnaire for weeding out applicants first, but there may be times when you need a little help.
6) Establish a training program. Assign the new hire a “buddy” or mentor. When picking one, focus more on personality and aptitude for training, than on experience or success. Sales skills don't necessarily translate to teaching skills. A few pointers:
–Have your new hire sit with different staff to learn about agency technology, procedures and communication.
–Create a list of questions to ask insurance companies. Have the new hire call each carrier to find out what it writes in your particular state (not region), and what it expects from a new employee.
–Discuss the importance of writing good business, and explain what “good business” means. Give plenty of specific examples.
–Create a simple flow chart of how insurance works, from the initial request to agency procedures and carrier practices. Explain the quoting process in terms of automation versus formal submissions.
–Assign seasoned producers to accompany the new hire on sales calls.
–Ask new hires to write down questions as they come to mind, to note judgments they may be developing and to record any other personal concerns for later discussion with you.
–Track progress weekly.
–Question without interrogating. Every 30 days, ask the new hire how things are going, what's working and what isn't. Have a date-specific plan for adjustments. Talk about challenges, training ideas, opportunities for improvement and even suggestions the new hire may have for the agency. A fresh eye can offer some great ideas and helpful feedback.
Finding a good producer can be a challenge. Making sure you mine rich sources for referrals and have solid hiring and training plans will enable you to confidently meet it.
Brandie Hinen is president of P.A.C.E. Inc., a business, coaching and training organization. She is a faculty member for The National Alliance, teaching Ruble Seminars and Dynamics of Selling programs. Ms. Hinen is also a consultant for the nationwide marketing group IMMS, and has extensive experience working in an independent insurance agency and with a national carrier. She can be reached at brandie@settingthepace.biz or through www.settingthepace.biz. For more information on The National Alliance, call (800) 633-2165 or visit www.TheNationalAlliance.com.

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Strictly Sales: How to find, hire and train promising producers

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