A CSRs, or “customer service representatives,” is an individual who plays a key role in the success or failure of an insurance agency. Especially for agencies in competitive markets, there’s no way to measure the unprecedented value of a CSR.

Every day, people experience customer service in one way or another. For instance, when driving through a fast-food restaurant, the person who takes the order, gathers the money, and hands the food to the consumer is a customer service representative of that establishment.

All CSRs are important to their employers. However, this is especially true in the insurance industry. That’s when customer service representatives have a greater level of responsibility. Not only that, but they also serve in many roles.

Consider a CSR who works in your agency. This person supports the clients, answers their questions, and guides them through difficulties. However, they do more. The customer service representative also finds appropriate solutions, whether in the form of solving a problem or by connecting a client to the right agent.

Irreplaceable Clients

The only way for an insurance agency to grow and thrive is by having all the necessary components in place. That includes outstanding policies, affordable premiums, unique programs, talented agents, and yes, a CSR.

Unless an agency has a CSR as part of the staff, critical things could easily fall through the cracks. After all, the customer service representative assists agents as they work to target their audience. Then, they provide support to prospects after they convert to a loyal customer.

To build a larger customer base that consists of satisfied individuals and businesses, an agency needs to have qualified CSRs on board. However, that’s not enough. After hiring a CSR with all the right qualities for the job, the next step is to ensure they have everything necessary to perform. Ultimately, that helps to bridge the gap between the customer service representative and the client.

Bringing a CSR and Producer Closer Together

To start with, an insurance agency needs to identify areas of both weaknesses and strengths within the organization. Then, it should devise a plan that leads to improvements and enhances what’s already working. The next step is to hire a qualified CSR. Top criteria include experience as a customer service representative and knowledge of the insurance industry.

However, this is where the agency has to take further steps so the CSR can build strong and lasting relationships with the producers within the agency and the clients they serve. Here are some of the ways to accomplish that goal.

Set Company Standards and CSR Expectations

A CSR is only as good as the insurance agency’s standards and policies. This person also needs to understand what the company expects from them. One important note: Rather than use a CSR for general purposes, agency owners should take full advantage of having this type of person as part of their team and give them specific responsibilities that no one else on the team can fill.

Training and Tools

It’s not fair to expect a CSR to perform optimally unless they’re given proper training and the tools required for the job. An agency should not only provide initial training but also give the representative opportunities throughout the year to hone their skills.

As for the types of tools that a CSR needs, an insurance agency management system is one of the best. This system stores valuable client information and boasts innovative features that streamline not only the job of the CSR but also the agents’ and insurance agency’s work as a whole.

Learn About the Clients

A CSR needs to have access to client information so they can become familiar with the people they deal with and form a better bond. Along with reviewing data stored in an insurance agency management system, they can talk to different agents within the organization.

Reach Clients on the Agency’s Website and Across Social Media

Remember, a CSR wears many hats. So, an insurance agency should utilize the representative’s talent cross-sell accounts and ensure that their clients have all of the proper coverages in place. Selling isn’t just the job of a producer – your CSRs are likely an underutilized salesforce! Remember, in today’s agencies – everybody sells.

Excellent Management Team

Usually, experience, knowledge, and training allow a CSR to handle all kinds of situations flawlessly. However, even the best representatives run into challenges. This is where an agency’s management team can make a huge difference.

The CSR needs to feel comfortable talking about anything relating to the business and has the management team’s full support. That way, they can arm themselves with the right information or plan that helps them better connect with clients.

Benefits of a Better Customer Service Representative and Producer Relationship

As the gap between a CSR and producer closes, positive changes occur. Both potential and existing clients develop a new level of trust and respect for the agency. That makes it easier for agents to do their jobs.

Bridging the gap between a CSR and producer can also bolster a company’s reputation. While a producer may sell the initial policy, a CSR is likely going to be the primary contact for most of the relationship. Ensuring that both your CSRs and producers are able to advise and secure the proper coverage for your clients can go a long way in bridging the gap between the two roles.

Summing it Up

Today, insurance agencies face stiff competition. To succeed, a highly qualified customer service representative provides incredible value. However, talent, experience, knowledge, and dedication aren’t enough for a representative to strengthen client relationships.

As part of the plan developed by an insurance agency, it’s important to include standards and expectations. That way, the CSR has a clear understanding of their role and purpose. Then, they need to offer ongoing training opportunities to the representative, as well as the right tools and resources.

When everything is combined, a customer service representative becomes an irreplaceable asset to your insurance agency.

 

For insurance agency owners and managers, few things are more frustrating than having talented employees who underperform. If this is something you deal with, you have several viable options to manage underachieving employees more effectively. Ultimately, you aim to see a turnaround in both attitude and performance.

Solutions That Get Positive Results

Here are some proven solutions to help you deal with underperforming employees.

Start With Yourself

In some cases, the problem isn’t with the employee but rather, yourself. This is why it’s important to assess yourself before any of your staff. The following are some examples of questions to ask.

• Do you provide clear directions?
• Do you set and follow reasonable standards?
• Are you demanding something that’s not humanely possible?
• Are you providing your employees the continued training they need?
• Do you offer an “open door” policy, so your employees feel free to talk about issues when they arise?
• Does your agency have any kind of reward system in place?

Take stock of your leadership role. If necessary, make changes that create a positive work environment where employees feel compelled to do more and better.

Avoid Emotional Confrontation at All Costs

One of the primary reasons that employees underperform is they feel they’re constantly questioned, micromanaged, or even threatened. Even if you’re upset, get yourself in check before addressing the problem. You want to talk to your employees as a calm and reasonable leader who doesn’t come across as emotionally confrontational or abusive.

Get the Facts

Always gather all the facts about an incident before you sit down to talk with an underperforming employee. For example, if another staff member comes to you with a concern, you need to research and validate it. Armed with factual data, it is much easier to mentor rather than lecture a failing employee.

Straight Arrow

Effective insurance agency owners and managers understand the importance of shooting straight. That means when speaking with an underperforming employee, don’t beat around the bush. You need to be specific about the information shared and the changes you require. Not only does this ensure the worker has a clear understanding of the problem, but it also builds their trust in you.

Especially in the business world, honesty goes a long way. Now, when shooting straight, you don’t want to come across as harsh but honest and open. Say you have an employee who’s not complying with a particular company policy. By addressing the issue this way, you might discover the employee didn’t even know the policy existed.

In a case like this, always have a copy of the policies in hand when meeting with the worker. That way, you can point out the one in the manual they’re struggling to follow. The goal is to leave no room for misinterpretation of the issue and the changes you expect to see.

Don’t Wait to Deal With the Problem

It’s never easy to have a frank conversation with an employee, but when it comes to poor performance, you need to deal with the problem as quickly as possible. Again, be completely upfront.

One important note to consider: Some employees might be having a hard time in their positions not because they aren’t trying but because they don’t have the proper training or tools. By talking to the concerned workers as soon as possible, you can correct the problem much easier. Instead of employees developing bad practices, sign them up for the training they need.

Don’t Automatically Dismiss a Worker

Sometimes, insurance agency owners don’t mesh with certain employees. Called a “personality conflict,” if you’re in this situation, have another person in a leadership role take over. Just because you and a worker don’t see eye to eye doesn’t mean they don’t add value to the agency.

If you tried, more than likely, the employee would struggle even more. You don’t want to lose talent just because of a conflict. So, rather than dismiss them, let another person of authority deal with the employee’s underperformance issue.

“Did You Hear Me?”

Listening isn’t the same as hearing and vice versa. If you address an underperformance problem the right way, the employee will take to heart what you say. Even then, it’s always a good idea to make sure they’re listening to you as opposed to hearing your words. So, during a conversation with an employee, ask them questions so you can verify they’re paying attention and absorbing the information.

Also, it never hurts to have everything in writing. You can bring an outline of the problem with you along with your expectations and recommendations for remedy. That way, the employee has something to refer back to if needed.

Last But Not Least

An employee who’s having a hard time performing at the required level might have things going on in their life outside of work. Now, you don’t need to delve into their personal business but before addressing the problem, ask them if everything’s okay. Often, an individual will open up without any prompting. However, even if they don’t, this gives you the chance to modify the way you approach the issue.

As an example, you have an employee with incredible talent. However, the quality and level of their performance over the past few weeks declined significantly. During a conversation with that person, you learn they just experienced the death of a close family member. Immediately, you can change course.

For a situation like that, rather than go over company policies, discuss moving them to a different position, or offer them time off. Of course, you’ll face times when an underperforming employee either can’t or won’t change. When that happens, you may have no choice but to let that person go, so you can bring someone on board who’s eager to learn, grow, and perform.