2022 JulyAug PIA Connecticut

July/August 2022 • Connecticut IN THIS ISSUE for the NEXT GENERATION What your workplace culture says about your agency CREATE an ENVIRONMENTFUTURE-READYATTRACTIVE, PAGE 20 9 Consider mid-career professionals 15 A culture of well-being 27 New hires have new expectations

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©2022 Professional Insurance Agents. All rights reserved. No material within this publication may be reproduced—in whole or in part—without the express written consent of the publisher.

President and CEO Jeff Parmenter, CPCU, ARM; Executive Director Kelly K. Norris, CAE; Communications Director Katherine Morra; Senior Magazine Designer Sue Jacobsen; Editor-In-Chief Jaye Czupryna; Advertising Sales Executive Susan Heath; Communications Department contributors: Athena Cancio, David Cayole, Alexandra Chouinard, Patricia Corlett, Anne Dolfi, Crystal Ringler, Calley Rupp and Lily Scoville.

COVER DESIGN Anne Dolfi Vol. 66, No. 7 July/August 2022 July/August 2022 • Connecticut COVER STORY 20 Create an attractive, future-ready, environment What your workplace culture says about you FEATURE 27 Is your agency a source of inspiration? New hires have new expectations DEPARTMENTS 4 In brief 9 Tech 15 Staffing 33 E&O 37 Ask PIA 42 Readers’ service and advertising index 43 Officers directorsanddirectory

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BRIEFIN PROFESSIONAL INSURANCE AGENTS MAGAZINE4 (continued on page 6.)

John Chapin Finding the right salesperson to fill a vacancy in your agency can be challenging. Remember that salespeople need a tailored set of skills to be successful in sales—they need to have the right personality and the right drive. Do you know what to look for when hiring new salespeople? It is important to hire the right person for the job the first time. Rushing through the process because you need to fill a position only will hurt your agency in the long-term.

People do switch jobs for legitimate reasons, just make sure the reason is a good one and they can back up the stellar sales skills they claim to have.

The right traits Look for self-esteem, self-confidence, work ethic, integ rity, and the right attitude. After people skills, these are the key character traits. These qualities can’t be taught—people either have them or they don’t. You must look for these traits and test for them in your hiring process. Be wary of unemployed producers Unless there are some extenuating circumstance, typi cally salespeople aren’t unemployed unless they can’t sell and got fired, or lost their cool and quit.

If salespeople want a large salary, it’s usually because they know they won’t sell enough to pay the bills. If they say they need a big salary because they are taking a pay cut coming to work for you, be wary. Top sales people don’t take pay cuts. Have a hiring process Make sure you have several people put their eyes on a potential hire. Do all your testing, check all paperwork, cross all your T’s and dot all your I’s. Don’t take shortcuts, have a process, and stick to it like a pilot doing a preflight check.

Watch out for people making lateral moves—especially in the same industry. While this may not always be the case, it’s possible that salespeople in the same industry looking for the same job elsewhere may be doing so because they may be having difficulty making their sales quotas at their current job. Even if people are coming from another industry, why are they making the lateral move? It happens, just make sure the reasons are solid. Excessive salary requirements? Someone who wants a big salary is a red flag. Good sales people will work mostly or completely on commission because they know that’s how they make the most money.

The challenge At some point in your hiring process tell the applicants that you don’t think they have what it takes to be a part of your agency. When you ask the question, “Why should I hire you?” Whatever answer they give—even if it’s the best you’ve ever heard—your response should be, “I don’t hear it. I don’t think you’re what we’re looking for.” You’d be surprised how many times the conversation will continue, “You don’t?” “No, I don’t.” “Oh, okay.” The people you want should sell themselves at this point. If they can’t, or they won’t, you don’t want them. Test their sales skills If they’ve been in sales for any length of time—and they’re any good—they can effectively answer objections, know how to compete, have standard closes, and can handle all sales situations. It is important to hire the right person for the job the first time. Rushing through the process because you need to fill a position only will hurt agencyyourin the long-term.

The key to hiring your top sales performers

Here are some tips to help make the hiring process for your open sales positions a little easier for you, and they will help you find the right fit for your agency, which will add to your agency’s success and business growth. Start with people skills For sales-related jobs, it’s important to engage with applicants who have people skills. If someone lacks these skills, he or she will never be able to sell effectively.

Lateral moves

FYI

Att ract ing Gen Z What Gen Z looks for in employment Collaborat ing with Gen Z Working habits preferred Require health benefits Company diversit y Company integration of technology Happy guiding colleagues through technology Direct/consistent feedback Human connection 91% 70%77% Keeping Gen Z What to consider to keep talent around Value work/life balance Explore new roles than switch companies Stay longer if the job is fulfilling 75% 51%77%90% 60%77% The Generations: Group Nicknames Gen Z = Zoomers (1997-2012) Gen Y = millennials (1981-1996) Gen X = Gen Xers (1965-1980) Baby Boomer = boomers (1946-1964) BY THE NUMBERS In with the new: Generation Z in the workplace Generation Z is moving—quickly—into the workforce. Statistically, this generation differs from the resident baby boomers and Generation X, and even slightly from the newly settled millennial generation. Understanding the key values and needs of the adult individuals of Gen Z can help insurance agents attract them to—and keep them in—the industry. These are just some of the important values and needs that insurance agents should consider as they recruit Zoomers to their agencies. While these might be different than the values and needs of older employees, staying open-minded and looking for more ways to understand potential new hires can help agents grow their agencies—because growth starts internally. When an employer values its employees priorities, both will come out having benefited. PIA.ORG 5

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PROFESSIONAL INSURANCE AGENTS MAGAZINE6

Hire slowly and fire quickly Do the work up front and don’t cut corners. If you do hire the wrong person, let him or her go quickly.

While the above is a lot of work, if you follow it correctly, you’ll have a 90% to 95% hiring success rate and save thousands of hours, headaches—and in the long-term, likely hundreds of thousands of dollars.

Bringing an applicant to an event with an open bar, playing golf with a candidate, or visiting the person at his or her home, are some great ways to find out what people are really like. Use personality tests, in-office interviews, and other stan dard, accepted hiring practices as your foundation, but realize that most tests can be beaten, and most people can put their best mask on temporarily. To find out what people are really like, move them out of the typical hiring environment.

(continued from 4.)FYI Ask who their primary competition is at their current company and why someone should do business with them versus the competition.

In addition, give them some standard objections and ask for their best responses. Ask them for their top closing questions. Ask for their follow-up process. Test them and role play sales situations with them. Give them homework Give them assignments during the hiring process. It could be to reach out to the other four or five people they will be interviewing with to set up an appointment, to read a particular sales book and give you an executive summary, or give them some scripts, have them practice them, and then test them on the scripts.

The applicant’s actions Watch them before, during, and after the hiring process.

Provide the right environment It doesn’t help to hire the right people if you bring them into an environment with chronic underperformers, negative people, and a lack of support. Have an effective on-boarding and training program along with an atmosphere of professionalism and high standards—this will go a long way to building your new hire’s success rate. Give them a successful track to run on that establishes good sales habits. With the current hiring systems companies use, only about 20% of salespeople work out long-term. Even if you’re at 50%, is it worth all the time, effort, and money that you waste hiring the wrong salespeople?

Shake up the testing process

Other than dressing well, showing up on time, commu nicating well, being pleasant, etc., do they follow up with you after each step of the interview process and how? How do they do on any assignments you give them? How do they interact with other people they encounter?

Chapin is a motivational sales speaker, coach, and trainer. For his free eBook: 30 Ideas to Double Sales and monthly article, or to have him speak at your next event, go to www.completeselling.com. He has over 34 years of sales experience as a No. 1 sales representative and he is the author of the 2010 sales book of the year: Sales Encyclo pedia (Axiom Book Awards). Reach him at johnchapin@ completeselling.com.

References Be skeptical of references, especially personal references. Anyone can find a third cousin twice removed to say the candidate is the best thing since the wheel. Get refer ences, but be skeptical. Background checks Do a background check. You should be able to find enough information on social media and elsewhere without paying for a background check. That said, a full background check is not a bad idea. Know the type of person you want to hire Think about the position you are trying to fill. And, think about the qualities the applicants need to possess to be successful in the position. Have standards and stick to them as if your life depends upon it. Because the life of your business does depend upon it. Don’t lower your standards because you don’t have any good applicants, and you feel like you must fill the position with someone. Set expectations up front Show applicants a job description up front. This should include: activities they are expected to perform, number of calls they are expected to make, anything they are expected to learn, hours you expect them to work— including any weekends and nights—and how they will be evaluated on job performance. Also, let them know if there will be travel involved, what training looks like, and anything else they can expect to encounter on the job. Get agreement on the expectations up front before the person accepts the job.

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I want to talk about my dad. I promise, this isn’t a therapy session. My dad was an insurance broker for over 20 years. And, like many involved in this business, his path to insurance was not straight. As a high school graduate, my dad joined the Army Reserve in the 1970s, after which he started a job working for the town in which he grew up. He spent the next 20 years working for the town. I say job because that is what it was. Despite being there for 20 years, he never considered it a career. It was a means to an end—a government retirement. During those 20 years, he dabbled in insurance. However, it wasn’t until he was in his 40s—when he was looking at the prospect of losing his primary income—that he turned to insurance full-time. The rest is history for my dad and my family. Why I am I telling you this story? It’s not merely to talk about my dad—whom I adore—although I promise you that is certainly part of it. I illustrate my dad’s story because, while he was unquestionably oneof-a-kind, his story is not. There is a shortage of quality new hires in the insurance industry. There also is a pool of millions of people (like my father) in the country right now: Mid-career professionals looking for a career change. The insurance industry can provide them with an ideal landing spot.

TECH

PIA.ORG 9

Hiring: Looking forward can mean looking back

BRADFORD J. LACHUT, ESQ. Director of government & industry affairs, PIA Northeast

details. Policies are

Mid-career professionals have been in the workforce for more than 10 years, and they are looking for a career change. Maybe like my father, they are retiring from one profession and are looking for the next. Maybe they are just dissatisfied with their current job or looking for better work-life balance.

PROFESSIONAL INSURANCE AGENTS MAGAZINE10 Have lookingexperience,fornewexperiences

Generation—a nonprofit group dedicated to helping unemployed and underemployed individuals obtain work—conducted a survey of 3,800 employed and unemployed indi viduals and 1,404 hiring managers from around the world.2 The survey found that while mid-career profes sionals—defined as job seekers 45 years old or above—demonstrated job performance on par with younger workers, hiring managers overall had a negative perception of mid-carrier professionals during the application process, ranking them significantly lower than younger individuals when asked to consider who is the best fit for an office. to actual policy for underwritten Great American Insurance Company, Great American Insurance Company of New York, Great American Alliance Insurance Company, and Great American Assurance Company, authorized insurers in 50 states and the DC. states. 2022 Great American Insurance Company, 301 E. Fourth St., Cincinnati, OH 45202 5633-AGB (5/22) Bow, NH 877.552.2467 aimscentral.co m FROM THE FARM AND RANCH

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There are myriad reasons why someone would be switching careers, but midcareer professionals are out there.

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The job website, Indeed.com, conducted a survey in 2019 of 662 full-time U.S. workers. Of those surveyed, 49% of the respondents had made a dramatic career shift— and among those who hadn’t, 65% had considered it.1 Check the date on that survey, that was pre-pandemic. I guarantee you that number has gone up in the past few years. You might be thinking that’s great that mid-career professionals are out there, but why should I care and why should they want to get into the insurance industry? Great questions! Let’s answer the first one from my dad’s perspective. On paper, my dad was not the most attractive candidate. No college education (he insisted he only graduated high school because the teachers didn’t want to put up with him anymore), and 20 years of non-insur ance work experience. Sounds like the ideal candidate, right? Here is the issue with many mid-career profes sionals: They may not fit neatly into hiring categories and requirements. However, fixating on education or relevant experience can blind a hiring manager to quality candidates.

Please refer

2 Generation, 2021 (bit.ly/3wmC5Bi)

3 At the time, I didn’t think he was young, but now that I am roughly the same age as he was then, I don’t think he was old at all.

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Mid-career professionals have so much to offer to the insurance industry and vice versa. The agencies that recognize this stand to have a huge advantage over those that don’t.

What wouldn’t a resume say about my dad? It wouldn’t show that 20 years of work experience may not have given him hard insurance skills, but it did equip him with the soft skills (e.g., interpersonal commu nication), that are so important to thriving in a workplace. Chances are if you have hired someone and it didn’t work out, it wasn’t because the person lacked the hard skills necessary for the job, but rather the employee lacked the soft skills necessary to be successful. All due respect to the world of insur ance, but the insurance-side of the business can be taught. In fact, it must be taught, each person reading this article learned insurance both in an agency and in a classroom at some point in their professional career. If you are going to need to teach the hard skills to a new hire, why not take a chance on a candidate who already has built up strong soft skills that making learning those hard skills a little bit easier?

Perhaps, most importantly my dad’s resume wouldn’t show that he was a little desperate. He had just finished one phase of his life, was still young,3 and he had a family that he didn’t have 20 years prior. My dad was looking for a permanent landing spot, and he was willing to work hard to get and retain it. These are all important points that any hiring manager needs to keep in mind. What does the insurance industry offer mid-career professionals?

My dad not only had a family, but he also had interests and obligations outside of work. The insurance industry offered my dad—and millions of mid-career professionals—the work-life balance that was important to him and vital to today’s mid-career professionals. My dad was an avid golfer, never missed a school sporting event and loved to travel. He was able to do all of those while working in Coincidentally,insurance.thework-life balance was a benefit to my dad, but it ended up being a benefit to his agency, too. My dad spent much of his time volunteering with the Shriners—you know those guys with the funny hats (fezzes) and small cars? As it happens, the Shriners were not just guys wearing funny hats. They owned businesses, houses, and classic cars. They had insurance needs.

Lachut is PIA Northeast’s director of government & industry affairs.

This disconnect between percep tion and actual performance can create real harm to a business. To avoid falling into these unconscious bias traps regarding mid-career professionals, agencies and hiring managers may need to reevaluate what is important in a candidate.

Who did they go to for their insurance? My dad. So, the freedom that the insurance profession offered my dad ended up benefitting both him and his agency—a benefit his agency continues to see to this day. My dad was truly one-of-a-kind as a human being, but he was just one-of-amillion when it came to mid-career professionals looking for a new direction.

1 Indeed, 2019 (indeedhi.re/3MncldN)

PIA.ORG 11

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PIA.ORG 15

The great appreciation for the next generation

DENISE STEFAN AND VANESSA MATSIS-Mc CREADY Engage PEO

Employers seeking to attract and retain top talent always have needed to pivot their benefits offerings, but never more frequently than in the last two or three years. The trends are no longer focused simply on paying for health insurance, life insurance, and giving paid time off; that is now expected. Even on-campus benefits—like dry cleaning, gyms, and grocery shopping—are not sufficient. Remote work is no longer a perk, it is an expectation. Today, the focus is centered on employee relations and how employers care for their employees holistically and for their employees’ well-being. According to Forbes magazine, “six in ten employees say well-being benefits will be a top priority when applying for their next job” and “for Gen-Z employees 67% strongly agree or agree that well-being benefits will be a priority for them in evaluating new job offers.”1

A culture well-beingof So, how do employers shift their thinking and their budgets to maxi mize their return and create a culture of well-being? Employers and their human resource specialists need to redefine their approach to how they think about their employees. Employees are looking for a level of compassion, work-life balance, flex ibility, growth, and development—

STAFFING

PROFESSIONAL INSURANCE AGENTS MAGAZINE16

They need investment tools, financial education, and guidance on reaching life goals like buying a house and saving for college. The CARES Act provided the opportunity for employers to assist employees with student loans under IRS Code Section 127. However, finding ways to continue to contribute beyond the regulations will be important for employers. Health care. A close second is for health care solutions that better meet the needs of employees where they are. Accessible mental health solutions have become critical for employees and their families. The dramatic expansion of telemedi cine options—even beyond the COVID-19 pandemic—has demon strated the desire for employees to have solutions at critical times in their lives. Telemedicine also has grown beyond primary and urgent care and even mental health care. Today, employers can offer options to employees that give them a health care navigation champion, virtual options for specialties like physical therapy, or options that can provide virtual access to national experts that help them with everything from health and wellness, to support and guidance for complex diagnoses for themselves and their families. Companies like Summus Global Inc., Quantum Health, and Sword Health are just a few that are paving the way to a new way of accessing care for today’s mobile patients. This is a critical shift in how health care has been delivered in the recent past. Wellness benefits no longer only apply to on-campus benefits, although a popular yoga or spin class may help lure employees to the office. Employees are looking for reimbursements or special pricing for meditation apps, acupuncture, massage, and other fitness and health programs. (800) 424-4244

Sometimes it’s who you Young InsuranceknowProfessionals is dedicated to building tomorrow’s insurance leaders today. Through education; networking; and leadership development; we are committed to the success of industry newcomers and seasoned professionals alike. Take your career to the next level. Join us ... you won’t be disappointed. 420116484 Visit pia.org/yip or call

not just money. The winners will focus on key aspects of an employee’s life, financial fitness; health and wellness; and social and family solutions. Financial concerns. At the top of the list are financial concerns. Helping employees relieve these concerns has an impact on productivity, so these programs benefit both the employees and their employers. 401(k) plans and employer contributions still are important, but employees also have stress from financial debt such as student loan repayments. [EDITOR’S NOTE: If you don’t offer your employees a 401(k) plan, PIA can help. For more details see: www.tagcobrand.com/pia/.]

PIA.ORG 17 Flex time. Flexible work arrange ments and the increasingly popular unlimited paid time off are still important benefits. Employees expect flexible work arrangements with hybrid and remote work seam lessly integrated into the work envi ronment. Unlimited, or generous paid time off packages also are in high demand, as employees want to feel their employer values them taking time off to maintain balance in their lives. Sabbaticals also are making a comeback, where longserving employees can take a period of time off to explore community service, professional development, travel, or a personal hobby. Family considerations. Family solutions round out the shift in what has become important to employees today. MetLife’s 2022 Employee Benefit Trends Study found that employees who can address the needs of their lives and their families’ lives because they have a more flexible schedule or hybrid work solution, or access to programs that support them in the various stages of their lives, are more productive in their Assistanceworkdays.with IVF and egg freezing is another sought-after benefit. Parental leave is expected by most employees entering the workforce today. Access to day care, or elder care solutions, Medicare planning for those who are moving into the retirement stages of their careers, pet care solutions or even bringing pets into the workplace are all part of the most robust offerings. Other considerations. Career development, workplace culture, and values also rate high on the list. Employees want to work for compa nies at which diversity, equity, and inclusion are valued and practiced, and at which growth in their career and as a whole person is valued. Coaching and professional development at all team-member levels are increasingly desired, as are tuition reimbursement and company-led leadership programs to develop junior staff.

1 Forbes , 2021 (bit.ly/3Po2aYa)

needs!

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Hiring made easy PIA staffing We’ve created the Agency Staffing Program—an member that you

find and keep good employees. 116225 919

Stefan is president of Engage Insurance and Matsis-McCready is associate general counsel and director of human resources for Engage PEO.

To access, visit “Tools and Resources” at pia.org

Blueprint for success Today’s employees want to work for employers who listen to them and under stand the challenges in their lives outside of work. This whole-person view combined with transparent communication about how employees contribute to the company mission helps team members have purposeful and meaningful work, helps them bring passion to their work, and reduces the chances of Employersburnout.

that shift to the Great Appreciation can lead dynamic workplaces and offset the negative effects of the Great Resignation.

online

help with your

Assistance

helps

service

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BEN JOHNSON, SHEFFIELD HAWORTH TIM M C EWAN, SHEFFIELD HAWORTH LEADERSHIP ADVISORY In a post-COVID world of hybrid working and changing expectations of work, attracting the future generation of independent insurance agents can seem daunting. According to PwC, 65% of U.S. employees are looking for new jobs, while 88% of U.S. executives have been seeing higher staff turnover since the beginning of COVID in 2020.1 CREATE an ENVIRONMENTFUTURE-READYATTRACTIVE, What your workplace culture says about your agency for the NEXT GENERATION PIA.ORG 21

How to build a thriving culture Every independent insurance agency has a culture, whether it is deliberate

What does a thriving workplace culture look like? Americans’ attitudes to work have shifted in the last few years, partly due to COVID, partly due to the changing priorities of younger gener ations entering the workforce, and partly due to concerns around social and environmental issues.

One of the ways agents can look to overcome these challenges is by focusing on workplace culture. This comes with several significant potential benefits.

Remote working has proved so popular that only 4% of hybrid or remote employees would choose to return fully on-site.4 Employees also value other aspects of work over their salaries. These aspects include sustainability, mental health,5 and diversity, equity, and inclusion.

Best Companies to Work For also had an average voluntary employee turnover rate of just 12% in 2019, versus the national average of 27%. More over, 93% of employees at the 100 Best Companies to Work For say they’re proud to tell others where they work—which makes attracting talent far easier, too. These are all the potential benefits of a thriving workplace culture, but before we go on, it’s important to be clear on what a workplace culture is.

Multiple studies show that businesses with positive work cultures tend to achieve better financial results; are more innovative and more productive; have lower employee turnover; and find it easier to attract and retain top talent.2 At the same time, millennial and Gen Z professionals are attracted to working at firms with strong environmental, social, and governance principles.3

Some say culture is just behavior, but there’s more to it than that. Another way to define it is to say that culture is made up of the underlying assumptions, values, beliefs, and expectations shared by your agency’s members. It can be positive or negative, proactive or reactive.

As an example, cumulative stock market returns among the publicly held Fortune 100 Best Companies to Work For are nearly three time greater than the market average. A Cornell University study proved that engaged, empowered employees deliver better customer service, better products, and have happier Fortunecustomers.

There are many models of organizational culture. The Johnson-Scholes model, developed by Gerry Johnson and Kevan Scholes in 1992, is a useful frame work for thinking about culture. It suggests that any workplace culture is built on the following six factors: No. 1: Control systems. Businesses use different means to control employee behavior—from pay and training, to disciplinary systems and personal development plans. No. 2: Rituals and routines. These are the everyday behaviors and actions that are expected and normal within the business. No. 3: Stories. These are the collective memory of a business, based on shared past experiences. No. 4: Symbols. These can be anything that represents your agency—either visually or metaphorically—from the dress code and the office foyer, to branding and logos, to attitudes and mindsets around issues such as diversity and inclusion. No. 5: Organizational structures. The official hierarchy and management structure of your agency, as well as the unofficial influencers, such as admin istrative professionals or charismatic individuals who help to motivate others. No. 6: Power structures. These are determined by which people have the most say in your agency, and how that voice is disseminated.

In one survey, 83% of human resource leaders said that diversity, equity, and inclusion was either “very” or “extremely” important to their organization.6 More than three quarters (76%) of job seekers say a diverse workforce is an important factor when evaluating companies and job offers, while 32% would not apply to a job at a company that lacks workplace diversity.7 Mean while, a majority of MBA students surveyed said they would accept a lower salary to work for an environ mentally responsible company.8 With the culture around work changing so rapidly and profoundly, it can be difficult to say what a thriving workplace culture even looks like today. However, based on our experience around attracting and retaining talent, it’s best to focus on key measurables.

What is a workplace culture?

PROFESSIONAL INSURANCE AGENTS MAGAZINE22

A thriving workplace culture

Second, in the big international insurance centers of New York, London, and Singapore, insurance firms of all kinds—carriers, MGAs, brokers, and InsurTechs—are attracting talent by focusing on their technology and new innovative business models. Essentially, these firms are pitching themselves as tech Similarly,companies.thoseagents who embrace new technologies are likely to come across as more dynamic, exciting places to work, with more of the culture and atmo sphere of a tech firm. This can make them far more competitive in today’s ferocious and fast-changing talent market. of a thriving culture:

No. 6: Power structures. Another phrase to describe the most influential people within a business is culture carriers. In a hybrid model, you benefit from identifying who your informal culture carriers are and put work into influencing them to be onside and effective. Above all, whatever you look to change, it’s best to consult with your employees, and to be open and transparent. It can have a positive impact when you make people part of the conversation and the changes that come from it, because they feel more of a sense of ownership. This will again increase their motiva tion and productivity, as well as your bottom line.

• Your employee turnover goes down • Your productivity increases • You attract a higher number of high-quality candidates when you’re recruiting • Your employees are keen to take on more responsibility or learn new skills • Your employees offer more frequent feedback about how to improve processes or solve problems • Your flexible work envi ronment is effective and employees are productive • Your workforce becomes more diverse—and you’re able to retain diverse talent

How to build a culture that attracts the next generation

Indicators

workplace

For independent agents, there are two ways they can leverage their workplace culture to become more attractive.

One of the biggest challenges around attracting the next generation of insur ance-agent talent is the unpopularity of insurance as an industry. In our expe rience, at university and college careers and recruitment events, insurance is consistently the least attractive of all financial services careers.

PIA.ORG 23 or not. If you’re not actively shaping or influencing it to help generate the business outcomes you want, then it may become counter-productive. This is where the Johnson-Scholes Cultural Web model comes in— because you can use that to shape your agency’s culture. Let’s look at how: No. 1: Control systems. You have less direct control over employees working remotely. Trust them, give them clear boundaries and expecta tions, and let them get on with their work. This tends to increase motiva tion and productivity. No. 2: Rituals and routines. Hybrid working creates huge opportunities to change pre-existing rituals and routines. Many employees now returning to the office have forgotten the old ones. This enables you to establish new routines better suited to the culture you’d like to develop. No. 3: Stories. These are most effective when based around shared experi ences, so encourage shared experiences amongst your employees. Have spaces where they can meet. Have regular and varied social gatherings, from meals out, to summer barbeques, to dog-walking afternoons. It doesn’t matter what, so long as everybody in your agency can partake if they wish, regardless of physical limitations or religious and cultural differences. The more your people willingly share time together, the more positive your agency’s stories will be.

First, we’ve already mentioned that millennial and Gen Z talent tends to place a lot of emphasis on working for businesses that value ESG, DEI, mental health, and flexibility. Agencies with employees who communicate and live those values will do much better at attracting talent than those who do not.

No. 4: Symbols. A symbol is more than just a logo or brand. For example, you could experiment with your dress code. Being more flexible can become symbolic of the experience of working for you. Investing more in technology could be symbolic of your culture and mindset. Think broadly about how you want your clients and employees to visualize your agency, then create symbols that reaffirm that. No. 5: Organizational structures. These can be difficult, costly, and time consuming to change. It’s usually best to focus on other areas of culture first and then return to this if needed.

The foundations of a thriving culture So, to attract the future generation, it’s important to hold and communicate values around social and environmental principles that resonate with them. It’s important to be flexible, and to develop your workplace culture in ways that embody these principles. Yet, at the same, the technologically innovative independent insurance agency of the future is likely to be more automated, more productive, and to need fewer employees. Realizing this AI-driven, service-led future is likely to make the sector more attractive to young emerging talent, while at the same time allowing professional insurance agents to pick and choose who they want to work for their agencies. Johnson is managing director and global head of insurance & InsurTech at Sheffield Haworth. He joined Sheffield Haworth in 2019. His goal is to deliver solutions that combine industry expertise with strategic thinking—driving creativity, inno vation, diversity and inclusion for clients. For over 14 years he has placed execu tives, interims, and consultants at C-Suite level across some of the biggest names in the sector. McEwan is Managing Director for Sheffield Haworth Leadership Advi sory. He leads the SH Leadership team and specializes in organizational culture and leadership. He provides advisory support to individual executives and wider organizations through boards, executive committees and management teams. He has held numerous leadership positions including global head of leadership and learning at the global asset manager, Henderson. PwC, 2021 (pwc.to/3wbGsip) Place to Work, 2019 (bit.ly/3N9uV92) Compliance Insights, 2022 (bit.ly/3NeOwEM) 2021 (gtnr.it/3l6spEy) , 2020 (bit.ly/3NacbX5) 2021 (aon.io/3wafxU7) 2020 (bit.ly/3l6uHna) 2022 (bit.ly/3a0Q4nF) & Co., 2021 (mck.co/3syxhXi)

9 McKinsey

1

6 AON,

2 Great

5 Forbes

As an example of this, McKinsey paints a future for the independent insur ance agency which, by 2030, needs fewer staff and can leverage the power of AI and machine learning to: help agents to support a substantially larger client base while making customer interactions (a mix of in-person, virtual, and digital) shorter and more meaningful, given that each interaction will be tailored to the exact current and future needs of each individual client.9

8 Corporate Compliance Insights,

PROFESSIONAL INSURANCE AGENTS MAGAZINE24

3 Corporate

7 Glass Door,

newsletters@pia.org 420116352 UPDATED DESIGN FULL-COLOR CONTENT CUSTOM OPTIONS FIT YOUR BRAND AND MARKET EXPERT INFO FOR INSUREDS COST-EFFECTIVE AND EASY BUILD LOYALTY with your customers NEWSLETTERSWORK

4 Gartner,

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New hires have new expectations

Embrace diversity, new talent

According to Pew, Gen Z is more diverse than previous generations, and both millennials and Gen Z view soci etal changes as a good thing.1 And, with nearly 1-in-4 agency hires last year being from Gen Z, 2 this new gener ation already is making its mark on the workplace. To bring in fresh talent, you must look beyond the list of skills found on a resume. By doing so, you can open the pathway for a more diverse candidate pool. The right talent can come from anywhere—a great employee is one who is engaged with the agency. He or she will have the right mix of mindset and skillset to build upon the foun dation of an agency and lead it into the future.

PIA.ORG ROBYN BORER AND JENNA CLEMISHAW Liberty Mutual and Safeco Insurance 27

Is your agency a source of inspiration?

Agency owners must be forward-thinking to thrive into the future by embracing this new generation and creating an agency culture that will attract and retain them for years to come.

Now more than ever, embracing diversity is critical to an agency’s ability to attract and retain talent of all ages. Millennials and Gen Z especially value and increasingly expect diversity in the workplace.

Change is inevitable as the new generations enter the workforce. However, no one could have predicted that a global pandemic would catapult us into a new era of work so quickly. Prior to the pandemic, millennials (those born between 1981 to 1996) and Gen Z (born after 1996) were establishing their careers and already pushing for culture shifts in the workplace—they are the generations that grew up with the internet, digital information at their fingertips and an increasingly global worldview. As we start to find a way forward after the tumultuous last few years, we’re seeing major lasting shifts in the ways that we work. Now is the time for agents to re-examine their workplace practices to align with the wants and needs of the next generation of employees. Now that this next generation of insurance leaders have experienced what technology can do for the workplace, they’re ready to fully embrace digital along with a few other important culture shifts. Five key areas for agency leaders to consider as we usher in this new era of work are talent diversity, workplace flexibility, creating mean ingful work, a caring workplace and development oppor tunities.

• 62% said it was important for the company to have values that match their own, and

• 57% believe they have better work-life balance, • 52% have more personal happiness, and • 47% are more productive when working from home.

Offer workplace flexibility

• 71% said they would take a pay cut to do meaningful work,

So, how do you hire from this group? Insurance agencies need to tell compelling stories of the meaning behind their work. Insurance isn’t just about the process of issuing a policy—it’s about providing clients peace of mind and delivering on the promise made if they suffer a loss. It is deeply human, and independent insurance agents are helping their clients and commu nities through good times and bad. Telling these stories when recruiting can help differentiate your agency from other agencies, and from other opportunities and industries candi dates may be considering.

Create meaning and purpose in work

Work is no longer only about getting a paycheck. Millennials and Gen Z are seeking jobs that give them purpose and make an impact. The results of a Zety survey of Gen Z job seekers offer a clear picture of just how important purpose is to this up-and-coming generation:6

• 95% of survey respondents said it was “very or somewhat important” for their work to have meaning,

PROFESSIONAL INSURANCE AGENTS MAGAZINE28

To adapt and change the definition of what makes a great employee, you also must consider the standards and assumptions used as part of the recruiting process. Is a bachelor’s degree really required for the role? What transferable soft skills does a candidate bring? How can you foster the talent you already have to help them fulfill their career ambitions and emerging needs of the business? These are just a few examples of the critical questions that agency executives must ask themselves to recruit and retain diverse candidates.

It’s no surprise after two years of mostly remote work that job hunters and employees now expect more flexible work options. Most businesses continued to operate successfully with a fully remote workforce, and employees proved they can continue thriving while working from home. The flexibility realized during the pandemic has now become ingrained in culture. According to a report by Zety, flexible working practices were one of the top things that attracted people to a new job.3 In fact, Bloomberg found that nearly half of millennials and Gen Z workers would consider quitting if their employers weren’t flexible about remote work.4 This is contrasted with the nearly two-thirds of agencies that are unwilling to hire a remote employee and more than half that plan to keep staff in the office full-time in 2022.5 The same study also found that of agency employees who do work at least partially remote:

The benefits of offering a flexible work arrangement are real. Happy employees are more engaged in the work they are doing and they are more likely to stay with your agency. Flexibility doesn’t have to be a one-size-fits-all solution. Different employees may want different options to accommodate the demands of their work and personal lives. By embracing flexibility as part of your agency’s culture, it also means you can recruit and retain talent beyond the small geographic foot print directly surrounding your agency. You can set your flexible or fully remote employees up for success by estab lishing clear and measurable performance goals, so no matter where they are working from, they have something to work toward that’s attainable for their role. Agencies offering flexibility become enticing options for job seekers, while agencies that maintain a rigid viewpoint on being in a physical office as a requirement will miss out on high-quality candidates.

• 61% looked for companies that had a purpose beyond just making a profit.

Establish a caring workplace culture Creating meaningful work and cultivating a culture of caring go hand-in-hand. When an employer cares about its employee’s wellbeing, it comes back full circle. Employees are more likely to stay with the organization, do their best work and promote the business as a great place to work to their network, opening the pathway for more talent recruitment opportunities. With the impacts of the pandemic, creating a caring workplace culture is more important than ever as employees continue to experience increased levels of stress and uncer tainty. In fact, TELUS International found that 80% of employees would consider quitting their current

• five times more likely to strongly advocate that their company as a great place to work, and to strongly agree they trust the lead ership of their organization, and • three times more likely to be engaged at work.8

How you support employees will look different based on your agency’s values and culture. Offering tools and resources that support and foster the mental health and overall wellbeing of employees is a great start.

Establishing Employee Resource Groups, offering Employee Assis tance Programs, and encouraging employees to bring their whole selves to work are some examples.

Providing growth and develop ment opportunities also is crit ical to attracting and retaining the next generation of insurance leaders. Millennials and Gen Z are in the early to mid-stages of their careers. Gen Z explicitly lists career development oppor tunities as an important qualifi

PIA.ORG 29 job for a job that focused more on employees’ mental health.7 A Gallup survey found that employees who strongly agree that their employer cares about their overall well-being, in comparison to others, are:

Creating a caring workplace culture will help agency owners attract top talent, retain employees, and prevent burnout among staff. growth and opportunitiesdevelopment

Grow your book of business— offer the protection of Hartford Flood Exclusive online program access for PIA members—Personal and Commercial Flood policies Why Hartford Flood • Competitive commissions (20% for new business; 19.5% for renewal; and 20% for rollover) • Brand recognition, with a locally based carrier • Multi-rater quoting system • Online quoting, endorsements and policy issuance • Free flood zone determinations, certified to be accurate • Dedicated flood sales director assigned to your agency The program is available to PIA members and their policyholders in all 50 states, the District of Columbia and Puerto Rico, and offers special PIA member commissions starting with the first sale (no minimums to qualify). Get started—contact The Hartford today. CT/NY—Art Brickley | (860) 547-2190 | a.brickley@thehartford.com NJ—Cheryl A. Maginley | (860) 547-5007 | Cheryl.Maginley@thehartford.com VT/NH—Michele Battis | (704) 972-5918 | Michele.Battis@thehartford.com

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• 69% less likely to actively search for a new job, • 71% less likely to report experi encing a lot of burnout,

To attract and retain the next generation of talent, agency owners need to invest in employees’ career development and show the career paths that are available. When it comes to development, millennial and Gen Z job seekers are looking for one-on-one mentorship or online classes over traditional class room training. By offering these types of development opportunities to your employees, your agency would be fulfilling the demands and needs for the next generation to grow in their insurance careers while establishing a leader ship and perpetuation pipeline. As we move forward into this new era of work, it is time for agency owners to rethink and implement changes in their hiring and talent management practices to best position them for future success. The next generation of insurance leaders are forging their paths in the industry, and forward-thinking agency owners are making changes to meet the needs of these younger employees. By investing in human-centered workplace cultures, embracing diversity, hiring for personality and potential—rather than experi ence alone—and investing in employee development, agency leaders can bring in and train the next generation of talent to carry the insurance agency forward into the future.

cation when looking for a job.9 The members of the next generation are investing their time into meaningful work, and they want to know that there is growth and opportunity for advancement where they are putting their Whileenergy.many

Borer and Clemishaw are leaders in the Liberty Mutual and Safeco Insur ance independent agent distribution organization, serving the Northeast. Borer brings nearly 20 years of expe rience to her role as AVP & region operations manager working across Liberty Mutual business lines and Safeco personal lines, while Clemishaw brings nearly 15 years of industry expe rience and serves as AVP & region director for New England with a focus on business lines. Reach them at robyn.borer@libertymutual.com

(bit.ly/3lcserm)ance(bit.ly/3lcserm)ance(bit.ly/3lcserm)ance21respectively.jenna.clemishaw@libertymutual.com,andPewResearchCenter,2020(pewrsr.ch/39vqdUM)LibertyMutualandSafecoInsur2022AgencyGrowthStudy3Zety,2021(bit.ly/3yFzCDp)4Bloomberg,2021(bloom.bg/3yCSbZ9)5LibertyMutualandSafecoInsur2022AgencyGrowthStudy6Zety,2022(bit.ly/3wiadOI)7BusinessWire,2020(bwnews.pr/3weonQW)8Gallup,2022(bit.ly/3a4RxcE)9Zety,2022(bit.ly/3wiadOI)10Zety,2021(bit.ly/3yFzCDp)11LibertyMutualandSafecoInsur2022AgencyGrowthStudy PROFESSIONAL INSURANCE AGENTS MAGAZINE30 (800) 424-4244 | design.print@pia.org | pia.org/design&print Design+Print PIA Design & Print offers a one-of-a-kind relationship between you, your brand, and our diligent, creative and unique team of hardworking professionals whose top priority is building your business. You are important to us—let us show you!

new graduates and job seekers might not be aware of the career opportunities that are available in the insurance industry specifically, insur ance agencies are well suited to meet many of the qualifications job seekers are looking for—offering meaningful work, opportunities for career advance ment and ways to grow into a competitive salary. In 2021, a survey found 66% of those who quit their job did so because of limited career opportunities.10 And a report on the state of women in inde pendent insurance agencies found that more than half of woman frontline employees under the age of 50 are interested in partnership opportunities.11

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procedures as it is possible that your agency has different expecta tions than the new employees’ prior Thenemployers.periodically (preferably monthly), meet with new staff members to give them a refresher on E&O overall or possibly specific issues such as documentation, expo sure analysis, managing workloads, etc. While the issue of “document, document, document” has been part of the E&O loss prevention mantra for years, don’t assume your new staff members fully understand the value of a high level of documenta tion. Share your agency’s expecta tions for documentation with the new staff members. Contact your state association or E&O carrier. These organiza tions probably have resources/articles/educational seminars they can provide (some may be for a fee) to get the new employee up to speed. Add an E&O discussion in your agency staff meetings. The more your new staff members hear about E&O loss prevention, the more they will understand it and be committed to the cause. In staff meetings, address issues such as the finer points of specific coverages, or how to handle various inquiries from your customers. Just because the employee worked in another agency does not mean that E&O was understood and valued to the level that your agency does.

PIA.ORG 33 As new staff members join your agency, there is a need to provide them with training on such items as your agency system, your procedures, the carriers with which you do business, and the details of the job responsibilities. Obviously, the goal is to get the new staff members up to speed as quickly as possible so they can begin to contribute to your agency’s success. One area that may not get the atten tion it deserves is errors-and-omissions loss prevention. If a new staff member has some insurance experience, it may be assumed that he or she understands the ins and outs of E&O and what is necessary to minimize the potential for E&O claims to occur. Quite honestly, this is a dangerous assumption to make. Just because the employee worked in another agency does not mean that E&O was under stood and valued to the level that your agency does. In addition, if the employee is a rookie in the business, there is a good chance he or she is completely unfamiliar with the concept of E&O—and uneducated on the key issues that drive a strong E&O loss prevention culture. As your agency experiences the anticipated turnover, ensuring that these new hires get the proper E&O education and guidance becomes even more vital. Without question, your firm’s E&O loss prevention culture will be influenced heavily by the level of E&O training these new staff members received upon joining your agency. Items to consider include: Provide an E&O overview. As new employees are brought into your agency, it would be beneficial for you to dedicate some time to the topic of E&O and emphasize that by adhering to various best practices, E&O claims can be avoided. Depending on the size and structure of the agency, consider having each respective department manager (personal lines, commercial lines, benefits, etc.), provide the new staff members with the necessary informa tion. It is suggested to provide new staff members with details of the expected E&O

CURTIS M. PEARSALL, CPCU, CPIA President, Pearsall Associates Inc.

New hires and your E&O loss prevention culture

Your agency system. Consistency is a key word when dealing with E&O. This means that there is a common way that various procedures are performed within the agency. Even if you hire a new employee who has knowledge of your agency system, it is important to understand that your agency might use the system differently than how the new staff member used the system at his or her previous employer. This is when having a written procedures manual that details the use of the system will play a vital role. Audit the work of the new staff members. Perform some extensive auditing of the new staff members to determine if they are meeting the agency’s expec tations. The quicker any issues are identified, the quicker that further training can be Bottomprovided.line:Dedicate

PROFESSIONAL INSURANCE AGENTS MAGAZINE34

© 2022 Utica Mutual Insurance Company

Your E&O Quote is Waiting (800) 424 -4244, ext. 408PIAwww.pia.orgquote@pia.orgisheretohelp you navigate through uncertain times, so let’s make sure you have great errors-and-omissions coverage at a competitive price. When You Need Reliable Agency E&O Coverage, Count on Us

time early on to provide your new employees with a solid overview of your E&O loss prevention culture. This will play a key role in ensuring a bright future for your agency. Pearsall is president of Pearsall Associates Inc. and special consultant to the Utica National E&O Program. Utica National Insurance Group and Utica National are trade names for Utica Mutual Insurance Company, its affiliates and subsidiaries. Home Office: New Hartford, NY 13413. This informa tion is provided solely as an insur ance risk management tool. Utica Mutual Insurance Company and the other member insurance companies of the Utica National Insurance Group (“Utica National”) are not providing legal advice, or any other professional services. Utica National shall have no liability to any person or entity with respect to any loss or damages alleged to have been caused, directly or indirectly, by the use of the information provided. You are encouraged to consult an attorney or other professional for advice on these issues.

(800) 424-4244 | design.print@pia.org | pia.org/design&print Design+ Print

PIA Design & Print offers a one-of-a-kind relationship between you, your brand, and our diligent, creative and unique team of hardworking professionals whose top priority is building your business. With your input, we forge the path between you and your future clients, reliably growing your brand into a name people know and trust. Contact Design & Print today to make the most of your business. You are important to us—let us show you!

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PIA.ORG 37 PIAASKPIA TECHNICAL STAFF Have a question? Ask PIA at resourcecenter@pia.org

Q. I’d like to have some of my key employees sign noncompete agreements. Is an agreement extending five years past employment too long? Yes, it probably is. It’s easy for an employer to develop a noncompete agree ment, but the hard part is drafting an agreement that will be enforceable. Generally, courts will enforce a noncompete agreement if it is reasonable in all respects. Specifically, courts scrutinize length of time, geographic area, impact on the employee and basic fairness of an agreement. Because length of time is a critical factor, agreements for longer than two years rarely are enforceable. Understanding the restrictions of a noncompete in —Bradford J. Lachut, Esq.

If the students are employees of a business, they need to be insured for workers’ compensation.Justbecauseyour insured occasionally hires them does not preclude the insured from the fact that he has an obligation to provide workers’ compensation insur ance for the students. Also, just because his workers have the status of student does not preclude them from the need of obtaining workers’ compensation insurance.—Dan Corbin, CPCU, CIC, LUTC Carrier website agency agreements

Q. I have an insured who conducts research sessions and puts the results in a report, which is presented to a client. Occasionally, he hires students to compile the results and type up the report. Does my insured need to keep a workers’ compensation policy for the students? In a word—yes. The Connecticut Workers’ Compensation Act defines “employee” to mean any person who, “has entered into or works under any contract of service or apprenticeship with an employer whether the contract contemplated the performance of duties within or outside the state.”

A. I think we have all seen these pages, where you cannot advance to a website before you click the button on the bottom of the page that states: “I have read and agree to these terms ...” or some thing to that effect.

In most agency agreements, there is a provision requiring that any changes made to the contract must be agreed to by both parties in writing. When the company decides to modify a provision in the existing agency agreement, the company should agree to provide the agent with reasonable written notice before any changes are implemented.

—Bradford J. Lachut, Esq.

Noncompete agreements

For more information on this topic, access Agency-insurer agreements— information issues for agency princi pals in the PIA QuickSource library.

New operationslocations, Q. Does the ISO commercial general liability policy cover new locations and operations of an insured automatically? Is coverage limited to the classifications shown in the declarations?

More likely, the acceptance of terms you are prompted to agree to is appli cable only to the use of the insurer’s website. This would not affect the terms of your agency agreement. However, while the acceptance on a carrier website would not change the terms of the agency agreement, it could create new responsibilities outside of the agency agreement.

Q. Often when a carrier updates its website, there appears to be a contract or agreement that we must accept before advancing into the website. By accepting these new terms, am I amending my carrier/agency agreement?

Interns, operations for new locations and more

The driver’s homeowners or automobile policies will not provide coverage. The homeowners policy does not cover motor vehicles subject to registration at all and—if not subject to registration—there is only limited coverage for specific off-road vehicles.

A. If the operator has a motorcycle policy for his own motorcycle, that policy may cover a non-owned motorcycle. However, since the owner of the motor cycle is not insured, the operator may be paying for the repairs out of pocket.

PROFESSIONAL INSURANCE AGENTS MAGAZINE38

Q. Our clients are talking about a new electronic-driving device rule for motor carriers. Can you give us some information on this?

Goeducation@pia.orgEdesign.print@pia.orgDesignconferences@pia.orgConfpia@pia.orgGeneralerence+Printducationvernment&Industry Affairs govaffairs@pia.org Industry Resource Memberresourcecenter@pia.orgCenterServicesmemberservices@pia.orgPublicationspublications@pia.orgYoungInsuranceProfessionalsyip@pia.org Email> Keep these addresses handy to reach PIA electronically 116889

A. The Federal Motor Carrier Safety Administration will be enforcing the Electronic Logging Device Rule that was mandated by the Moving Ahead for Progress in the 21st Century Act (P.L. 112-141). It applies to most motor carriers and drivers who are required to keep records of duty status. This includes commercial buses as well as trucks and applies to drivers domiciled in Canada and Mexico. An ELD is technology that automatically records a driver’s driving time and other hours-ofservice data. Since Dec. 16, 2019, all carriers and drivers subject to the rule must use DriversELDs.who are exempt from this rule are those who use paper logs no more than eight days during any 30-day period; drivers of driveawaytowaway vehicles (i.e., transporting a vehicle for sale, lease or repair); and drivers of vehicles manufactured before model-year 2000. For more details, see eld.fmcsa.dot. gov/About.—Dan Corbin, CPCU, CIC, LUTC

Naturally, if the insurer discovers an unacceptable new location or operation during the policy period, it may cancel the policy in accordance with policy provisions and be subject to state law governing midterm cancellations.

—Dan Corbin, CPCU, CIC, LUTC Non-owned motorcycle dilemma

Q. Our client, a 21-year-old driver, took a short ride (about a half mile) on his friend’s new motorcycle. He skidded out, fell off the bike (with only minor injuries), and the bike was damaged. The friend with the new bike did not have collision insurance, and the estimate is $8,000 for repairs. Of course, our client is responsible to return the motorcycle to its new condition. Is there any coverage for this cost in our client’s auto or homeowners policy?

While the personal auto policy does cover non-owned vehicles for physical damage (assuming at least one scheduled vehicle has Part D coverage), it only does so if these vehicles are “private-passenger vehi cles, pickups, vans or trailers.” So, there is no coverage here.—Dan Corbin, CPCU, CIC, LUTC

A. The ISO commercial general liability policy covers all operations of the named insured. The form provides automatic coverage for new locations and new business activities of the named insured arising after policy inception, provided there was no material misrepresentation when the insured applied for a policy. A CGL policy provides the insurer with the right, clearly set forth in the policy, to conduct an audit when the policy expires and charge additional premium, if applicable. The audit process involves a survey of the insured’s actual expo sures during the audit period, as compared with the exposures for which a deposit premium was determined at inception.

Federal electronicdriving device rule for truckers

Industry Resource Center PIA MarketBase™ resources hard‑to‑placefor risks PIA BusinessLink™ agentshelpingget appointments To connect with companies, MGAs and GAs Let us help you build lasting relationships with companies, managing general agents and general agents. The Appointment Access Program will connect you with quality MGAs and GAs looking to appoint in your area, while the Agency-Company Appointment Program can connect you with carriers. 419115963 Struggling with finding a specialty market? With PIA MarketBase™, you don’t have to search blindly—or worse—turn away this business. We can connect you with nearly 100 firms offering more than 2,100 specialty risk categories. member‑exclusivebenefits Contact the PIA Industry Resource Center (800) 424-4244 • Fax (888) 225-6935 resourcecenter@pia.org • pia.org

5 Finders’ keepers Brand loyalty is one of the most important reasons to have a logo because establishing it means a never-ending client list that continues to expand every day. The more familiar a client is with your logo, and the more positive and inviting first impressions that your logo invokes, the more likely your clients are to stay loyal to your service and recommend it to Logosothers.are the lifeblood of business because they attract consumers, they invoke loyalty, and help you communicate with your clients in a simple, effective way. Don’t fall short of the pack and get lost in a sea of insurance agents. Stand up and show us what you’re made of.

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T hink about the grocery store. Think about your favorite fast-food chain. In search of your favorite products or restaurants, what do you look for? The Heinz logo? Maybe the Golden Arches? When consumers look for insurance, will they look for you?

1 Establish brand identity A logo is significant to create an identity for the service you are selling. Creating an identity means that you make yourself familiar to your clients, but most importantly, prospective clients. The more familiar prospective clients are with your logo, the more likely they are to choose your service. 2 Grab their attention! Logos have a way of grabbing consumers’ attention because they create a first impression for your business. Whether your logo is simple, creative, or complex, that identifying symbol is the only thing standing between new clients and your services. You want to demand clients’ attention with your logo, and create a positive first impression. This is the first bond you will have with your client.

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PROFESSIONAL INSURANCE AGENTS MAGAZINE DIRECTORY Readers’ service and advertising index City/townAddressAgencyName State ZIP Phone Check advertisers of interest, complete form and mail to: PIACT • 25 Chamberlain St. P.O. Box 997 • Glenmont, NY Or,12077-0997.fax(888) 225-6935. … 10 Agricultural ManagementInsuranceServices … 7 Alpha Northeast … BC Applied Underwriters … 26 Berkshire InsuranceHathaway/GuardCompanies … 13 Brooks Insurance Agency … 2 Concord Group Insurance … 29 The Hartford … 9 Lancer Insurance … 19 JENCAP … 8 Omaha National … 11 PIA 401(k) Program … 17 PIA ASAP … 30, 35, 40 PIA Design & Print … 18, 34 PIA E&O Insurance … 36 PIA Education … 38 PIA Emails … 39 PIA Industry Resource Center … 32 PIA Members’ Choice Options … 24 PIA Newsletters … 42 PIA Northeast Advertising … 12 PIA NumberONE Comp Program … 31 Premins Company … 25 Renaissance … 15 Renaissance Alliance … 14 SAN Group … 16 Young Insurance Professionals 42 PIA.org 10-15,000 visits per month. Two ad sizes available to suit your budget. PIA Northeast News & Media Ads link directly to your website. Limited space means greater attention for advertisers. Weekly Dispatch Delivered directly to agents’ inboxes each week. Also available on PIA Northeast News & Media. DIGITAL PRINT PIA Magazine Gives readers a power to grow their own business in a competitive marketplace. Single- and multi-state options available. SHEATH@PIA.ORG, (800) 424-4244, EXT. 231CONTACT SUSAN HEATH:

Herbert J. Olson, CIC, CPCU, ARM JMG Insurance Corp. PO Box Norwalk,700CT 06852-0700 (203) holson@johnmglover.com956-2470

OFFICERS BudPresidentO’Neil, CPIA C.V. Mason & Co. Inc. PO Box 569 Bristol, CT 06011-0569 (860) boneil@cvmco.com583-4127

Nicholas Fanelli, CIC, CPCU, CLU Newberry Insurance Group 1760 Ellington Road South Windsor, CT 06074-2715 (860) papabearct38@gmail.com648-6330

Wallingford,5042CT 06492-7542 (203) tompkins@wctrust.com678-0110 Patrick Walsh Insurance Provider Group 100 Great Meadow Road, Ste. 705 Wethersfield, CT 06109-2355 (860) pat@insuranceprovidergroup.com764-0555 REPRESENTATIVEPIACT-YIP Ryan Kelly AJ Gallagher Risk Management 1 Enterprise Dr., Ste 310 Shelton, CT 06484-4631 (203) ryan_kelly@ajg.com367-5328 ACTIVE PRESIDENTSPAST James R. Berliner, CPCU Berliner-Gelfand & Co. Inc. 188 Main St., Ste. A Monroe, CT 06468-1149 (203) jim@berlinerinsurance.com367-7704 Mark Connelly, CIC Fairfield County Bank Insurance 401ServicesMain Ridgefield,St.CT 06877-4513 (203) mark.connelly@fcbins.com894-3123 Peter Frascarelli, CPIA Ferguson & McGuire 6 North Main St. Wallingford, CT 06492-3741 (203) pfrascarelli@fergusonmcguire.com269-9565 Michael F. Keating Michael J. Keating Agency Inc. 10 Arapahoe Road PO Box 270048 W. Hartford, CT 06127-0048 (860) mfkeating@keatinginsurance.com521-1420 Howard S. Olderman Olderman & Hallihan Agency 400 Main St. Ansonia, CT 06401-2303 (203) howard@oldhalins.com734-1601 Gerard Prast, CPIA XS Brokers Insurance Agency Inc. 13 Temple St., Floor 1 Quincy, MA 02169-5110 (617) gprast@xsbrokers.com471-7171 Augusto Russell, CIC Insurance Provider Group 100 Great Meadow Road, Ste. 705 Wethersfield, CT 06109-2355 (860) augusto@insuranceprovidergroup.com764-0555 Timothy G. Russell, CPCU The Russell Agency LLC 317 Pequot Ave. PO Box Southport,528CT 06890-0528 (203) trussell@therussellagency.com255-2877 DIRECTORY PIACT 2022-2023 Board of Directors

J.President-electKyleDougherty, CIC Dougherty Insurance Agency Inc. 2420 Main St., Ste. 5 Stratford, CT 06615-5963 (203) kyle@doughertyinsurance.com377-4394 Vice NathanPresidentL.Shippee Workers’ Comp Trust 47 Barnes Industrial Road S. PO Box Wallingford,5042CT 06492-7542 (203) shippee@wctrust.com678-0110

Katie Bailey, CPIA, ACSR, CLCS The Russell Agency LLC 317 Pequot Ave. PO Box Southport,528CT 06890-0528 (203) kbailey@therussellagency.com255-2877

Nicholas Khamarji Jr. New England Insurance PO Box 125 Easton, CT 06612 (203) NGK325@gmail.com445-3594

DIRECTORS

Vice President Nick Ruickoldt, CPIA The Russell Agency LLC 317 Pequot Ave. PO Box Southport,528CT 06890-0528 (203) nruickoldt@therussellagency.com255-2877

Jonathan Black, LUTCF, CPIA, CLTC, NAMSA, NSSA Curtis Black Insurance Associates LLC 57 North St., Ste. 119 Danbury, CT 06810-5626 (203) jblack245@gmail.com792-3055

Scott Burns XS Brokers Insurance Agency Inc. 225 Asylum St. Hartford, CT 06103-1516 (617) sburns@xsbrokers.com471-7171

PIA DIRECTORNATIONAL

Immediate Past President Shannon Rabbett, CIC Rabbett Insurance Agency 233 Addison Road PO Box Windsor,665CT 06095-0665 (860) shannon@rabbett-insurance.com688-1303

KevinTreasurerP.McKiernan, CIC, CPIA Abercrombie, Burns, McKiernan & Co. Insurance Inc. 484 Post Road, Ste. A Darien, CT 06820-3651 (203) kmckiernan@abmck.com655-7468 BarbaraSecretaryJ. Winsky, CPCU, AIS, ARM, ASLI, ARe, CIW, CRIS Jencap Group 1 Crestview Easthampton,Dr.MA 01027-2746 (800) barbara.winsky@jencapgroup.com333-7226

Kimberly A. Tompkins, CIC, AIS, AINS, PHM, CRIS, ACSR, CPIA Workers’ Comp Trust 47 Barnes Industrial Road S. PO Box

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