Does your office have a serious backlog problem? If you answered 'no' to this question, think again! Most of the offices I talk to every day have some sort of a backlog problem: in the mail, paperwork, phone calls, and other things piling up on the CSRs' desks. Reducing your backlog is a good way to secure your peace of mind.
DEVELOP A WEEKLY BACKLOG REPORT
Determine whether a backlog problem exists by developing a weekly backlog report. Since the staff will probably not be happy with this new chore, get CSRs and processors involved in developing the report. List areas of work in columns across a sheet of paper. Designate one work area to develop a list for one week, and another area the next week. Then have each CSR and processor complete the report. You will find out soon enough what areas, if any, need to be handled as soon as possible. Update the report as necessary until the backlog has been eliminated.
Many agencies don't realize they have a backlog problem until they go through this process-so complete the report even if you think everything is okay.
CHECK RESPONSIBILITIES
If backlog continues for your CSRs and processors, evaluate their responsibilities. Have each CSR and processor write out his or her responsibilities. Make sure CSRs are doing CSR work and processors are processing. Check to see that the work is distributed evenly. Review premium volume between CSRs. Remember, Personal Line accounts are smaller, and CSRs handle an average $800,000 in them. In Commercial Lines, CSRs can handle up to $1 million or $1.5 million in smaller accounts or $3 million to $3.5 million in larger accounts.
Evaluate the transaction log for areas of concern. One CSR may be entering too much information in the computer system, while another is not entering enough. Remember, if the agency is on transactional filing, all phone calls and visits (in and out) and all internal notes should be documented in the system. Review all areas. Determine why CSRs or processors are having problems and make corrections. Yes, there's a lot to check out, but it will be worth it.
REVIEW CRUCIAL AREAS
Once the agency has determined its backlog, hold a meeting to discuss crucial areas. Are priorities being taken care of daily? Are CSRs having trouble keeping up with their follow-ups, activities, or suspense? Are phone calls continually keeping CSRs from their work? Are account reviews not being completed yearly?
As discussion takes place in each area, find solutions! Make a list of priority areas that must be met daily-for instance, phone calls, certificates, deposits, claims, invoices, and so on. For follow-ups, review which follow-ups are being entered into the system. Instead of trying to process follow-ups daily, determine which ones are crucial and complete these daily. Complete all other follow-ups on, say, Wednesdays from 9 to 9:30 a.m.
For continual phone calls, implement a quiet hour. Discuss coverages and times for each CSR. In the area of the yearly total account review, make a list of areas that absolutely need to be checked once a year on renewal, and plan to review the total account every two or three years. These are only a few crucial areas of concern; discuss all areas and find solutions. The agency can increase efficiency only after this evaluation has been made.
SUMMARY
In summary, determine if you truly have a backlog problem. Develop the weekly backlog report and monitor the agency weekly or as necessary. Check responsibilities and write them out. Evaluate premium volume per CSR and review the transaction log. Review critical areas. Hold meetings to discuss concerns and find solutions. Whether the agency has a backlog problem or not, these actions will give you peace of mind-and might increase the agency's total efficiency.