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...mplaints. Employment. If you believe that someo...

... legendary family in the obscure community of Coudersport, Pennsylvania that t... helping employees and those in the community who had a financial need. Yet, h...

...elpful in designing an employment package and an advertising campaign...ge of “advertising” at one community bank didn't know that the radio ...

... among experts on the personality, background, job status, or economic position of a person who would steal. Often, it is the trusted, long-time employee or the pillar of the community that will commit a dishonest act. Frequently, the person who defrauds an employer is a first-time offender and rarely has a criminal record. Therefore, there are no police records that would warn of a possible crime. Although there may not be an agreement among sociologists as to what kind of person would commit a dishonest act, there are ... the tendency to accept computerized reports with less scrutiny escalates. The problem often occurs when the reports you are given are not directly produced by your AMS. Instead, the information is a second-generation assimilation or compilation developed by the agency's Accounting Department. If you allow this practice, you lose control! To ensure accountability, insist that all assimilation, compilation, or spreadsheet reports be accompanied with AMS generated income and expense statements, balance sheets, producer production reports, accounts receivables, and company production reports. In the scenario described above ... would commit fraud or embezzlement vary. There does not appear to be a consensus among experts on the personality, background, job status, or economic position of a person who would steal. Often, it is the trusted, long-time employee or the pillar of the community that will commit a dishonest act. Frequently, the person who defrauds an employer is a first-time offender and rarely has a criminal record. Therefore, there are no police records that would warn of a possible crime. Although there may not be an agreement among ...

...REVENT FRAUD In addition to the practices that were previously recommended in...

.... Code Section 16750. 4.3.2. Employment claims. Agency employers are subject to the same kind of employment litigation that affects other employers. A clear employment agreement can reduce the danger of ...e avoided (fraud, mistake, etc.). Employment law is rapidly developing, and t...

... buyers. The level of the service staff's education and professionalism and the sales ability of the producers are instrumental in the estimation of value. The ability of the current ownership group to deliver a top-notch staff and group of producers easily will be crucial. This means that employment contracts with non-piracy and non-solicitation restrictions should be enforceable and capable of being assigned. Buyers will be less enthusiastic if producers have deferred-compensation vesting agreements that allow them to purchase the unvested portion of their books, or if there's some question regarding the ownership of expirations-particularly if ... , in effect, to sell the agency to themselves over a period of time. These owners will seek to remove all the available profits every year, invest that money elsewhere, and take whatever they can get on the depreciated agency asset when they retire. The practice of treating some of the agency profits as compensation, selling, and operating expenses is so ingrained in most agencies that it's often difficult to identify the actual return. Frequent havens for hidden profits are the expense categories of travel, entertainment, auto, dues, ... divided by company payables) over 115% . Working capital (current assets minus current liabilities) should be equal to at least 45 days of expenses. Ideally, the tangible net worth will be at least 25% of revenues. Image The agency's reputation in the community will be a key factor, particularly for third-party buyers such as banks. Most agencies spend between 1% and 2% of total revenues on advertising and promotional activities. Firms that have historically spent a lot less than that might not have developed sufficient name recognition ...

...ill be crucial. This means that employment contracts with non-piracy and non-s... The agency's reputation in the community will be a key factor, particularly for third-party buyers such as banks. Most agencies spend between 1% an...

... them on the phone, and evaluated their selling skills (as they tried to "sell you" themselves) . Now you need to obtain all the background information you would obtain on any job candidate and evaluate your candidates' personal appearance. Find information about past employment, references, and so on-and follow up. And take a look at whom you're hiring; even though these people will be working on the phone all day, they should still present a professional appearance. Salary vs. Commission vs. Bonus: Which Is ... . 6. CALL DURING CONVENIENT HOURS: early evening or Saturday morning are best for Personal Lines prospects. 7. BEFORE CALLING, LIST ALL NAMES AND PHONE NUMBERS. The telemarketers will be able to make more calls and have records of their results. 8. PRACTICE READING THE SCRIPT, and role-play with each other, producers, CSRs, and anyone who has contact with clients/prospects and is familiar with common responses. 9. WHEN TRYING TO REACH A DECISION-MAKER, use only first names, give only the information that ... you might find that you'd like your Sales Center staff or telemarketers to contact a larger portion of your market. If so, how do you go about getting prospects? You might use the phone book or a directory from the phone company that lists people in your community by street addresses. Or you might look toward a prepared prospect list for a more sophisticated marketing effort. In this section, we'll discuss prospect list selection and evaluation. CRITERIA FOR LIST SELECTION The goal when selecting a prospect list is to find a list that ...

... them on the phone, and evaluated their selling skills (as they tried to "sell you" themselves) . Now you need to obtain all the background information you would obtain on any job candidate and evaluate your candidates' personal appearance. Find information about past employment, references, and so on-and follow up. And take a look at whom you're hiring; even though these people will be working on the phone all day, they should still present a professional appearance. Salary vs. Commission vs. Bonus: Which Is ... . 6. CALL DURING CONVENIENT HOURS: early evening or Saturday morning are best for Personal Lines prospects. 7. BEFORE CALLING, LIST ALL NAMES AND PHONE NUMBERS. The telemarketers will be able to make more calls and have records of their results. 8. PRACTICE READING THE SCRIPT, and role-play with each other, producers, CSRs, and anyone who has contact with clients/prospects and is familiar with common responses. 9. WHEN TRYING TO REACH A DECISION-MAKER, use only first names, give only the information that ... you might find that you'd like your Sales Center staff or telemarketers to contact a larger portion of your market. If so, how do you go about getting prospects? You might use the phone book or a directory from the phone company that lists people in your community by street addresses. Or you might look toward a prepared prospect list for a more sophisticated marketing effort. In this section, we'll discuss prospect list selection and evaluation. CRITERIA FOR LIST SELECTION The goal when selecting a prospect list is to find a list that ...