https://completemarkets.com/Article/article-post/1099/STAFF-MEETINGS-101/
...res issues, company information, staffing changes, work in progress, and it re...available for in-house training or consulting. For contact information on facu...
https://completemarkets.com/Article/article-post/161/Best-Practices-Of-Financial-Management/
...rategies, producer compensation, staffing, and so on. Consequently, detailed a...
https://completemarkets.com/Article/article-post/605/The-Service-Ceiling-What-Causes-It-How-to-recognize-it-How-to-break-through-it/
...the $500,000 revenue level, when staffing beyond family members occurs. The tr...ten don't get what you pay for when staffing service positions. Sometimes the ...
https://completemarkets.com/Article/article-post/1742/TOP-10-LIST-OF-THINGS-TO-CONSIDER-WHEN-STARTING-A-NEW-AGENCY/
...fied and acquired. 10. STAFFING. Factors important would include: (1...accommodate carriers? 10. STAFFING. As your agency evolves into a ma...
https://completemarkets.com/Article/article-post/2236/THE-CHANGING-INSURANCE-DISTRIBUTION-LANDSCAPE/
...ndustry for 23 years and in the consulting business for the past 13 years. Jim...eagan & Associates is a management consulting firm working with organizations ...
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... with all metrics, view these productivity measures with a critical eye. There can be sound reasons why any of them might appear askew. For example, your compensation per employee number might appear high (and thus your spread per employee quite low) if you paid substantial bonuses at year-end to reduce your taxable income. Your revenue per employee might appear lower than average if you're in the process of staffing up today to meet future growth objectives. Your new commissions per producer figure might be lower than average if you have a stable of young producers. Having said this, these productivity metrics remain invaluable indications of your agency's overall health. Take a few minutes to measure your own results against those comparably sized Best Practices agencies. If you're lagging behind the pack on any of these measures, this ... Any substantial reform to the Social Security system is unlikely, given the unpopularity of reform with older Americans and the power these senior voters wield at the ballot box. Leaders of insurance agencies have far more flexibility and incentive to improve their own systems. Our free market economy quickly and efficiently rewards the proactive and punishes the inactive. Tom Doran ( [email protected] ) is a principal with Reagan Consulting, an Atlanta-based management consulting firm that serves the insurance distribution system. This article is reproduced by permission from the National Underwriter Property/Casualty/Benefits edition. Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to join? Need insurance for you, your business or your family? Get quality appointments - Save yourself a whole lot of ...
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... ago is more like 15% to 25% today. The main reason why most agencies are less profitable today is that premiums have decreased, together with the associated commissions earned. At the same time, the costs of running an agency have gone up. HIRING Don't hire new people until you must. We often see agencies overstaffing. Sometimes, this is deliberate; the owners are staffing for growth or have found a great employee that they don't want to pass up. Other times the overstaffing is something that the owners aren't not aware of. It's essential to review industry standards for performance. The benchmark should be the amount of commissions and accounts handled by firms that write similar sized accounts. Analyze the workload by desk as well, not just overall volumes for the department. ... association. CONCLUSION Because growth is difficult today and profit margins are much lower, owners and managers need to be more astute in finding ways to improve the bottom line. Work smarter, not harder by concentrating on the guidelines in this article — and you'll enjoy lower costs and higher profits. Bill Schoeffler, CIC, and Catherine Oak, CIC, CRM, AAI are partners in the consulting firm, Oak & Associates, based in Northern California. The firm specializes in financial and management consulting for independent insurance agencies, including valuations, mergers acquisitions, clusters, sales and marketing planning as well as perpetuation planning. They can be reached at (707) 936-6565 or by e-mail at [email protected] . Login or Register (for FREE) to gain access to thousands ...
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...for the 'magic bullet' answer to staffing woes, but there's a problem-not many...
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...ollowing year without additional staffing requirements, that employee deserves...
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... on company loss runs.
Loss Consulting
XXX & Company Cla...