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COMBINING INCENTIVE COMPENSATION WITH EMPLOYEE EVALUATIONS by Al Diamond An effective Incentive Compensation Program will benefit your staff - and your agency. An Inc...
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COMBINING INSURANCE AND FINANCIAL SERVICES: REALITY CHECK by Carol Hammes After the Barnett decision in Florida and the subsequent passage of the Gramm-Leach-Bliley Financ...
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COMMISSION-REDUCTION STRATEGIES by Ken Buehler Commission reductions have been in practice for a number of years and, given the current expense reduction needs of carriers, there are no r...
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COMMISSIONS VS. CONTINGENCIES by Chris Burand Do independent agents serve the insurance company or the consumer? One of the most perplexing aspects of the con...
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COMPANY CONTRACTS: DOUBLE YOUR BONUSES by Chris Burand If one company is willing to pay twice the bonus for the same results, the same book, the same ease of doing busin...
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COMPENSATING PRODUCERS by Harry Brooks, CPCU, CLU There probably is no subject in the field of insurance agency management that is discussed as frequently, but on which there are su...
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COMPENSATING THE INSURANCE AGENCY OFFICE STAFF by Harry Brooks What should you be paying your agency office staff members, other than producers? It is not a sufficient answer to say...
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COMPENSATING YOUR SALES CENTER COORDINATOR By Darren Clevenger One of the most critical factors that can make the difference between an average sales center coordinator and a great ...
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Very few employees will leave your agency simply for more money. They will usually have other valid (to them) reasons that, when also combined with a higher salary, push them to seek employment elsewhere. If a review of the compensation survey results (from another Middleton letter) confirmed that your agency is paying people within a reasonable range of 'average,' the level of compensation should not be of major concern. What you do have to worry about is how you are paying those dollars and how your management philosophy and style complement the overall compensation administration plan.
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