Pennsylvania Primary Agent - January 2018 by Insurance Agents & Brokers Service Group Inc

JANUARY 2018 | PENNSYLVANIA

INDUSTRY EXPERTS SPEAK OUT ON

SOCIAL MEDIA STRATEGY

HR RESOLUTIONS MEET IA&B PRESIDENT JASON ERNEST

IN THIS

SOCIAL MEDIA INSIGHTS FOR ‘18 Read lessons learned and advice from those in the insurance industry – independent agents, insurancemarketing professionals and carrier representatives — who are leading the way for agencies in the social sphere.

GETTING TO KNOW JASON ERNEST The new year brings new leadership to Insurance Agents & Brokers (IA&B). Jason F. Ernest, Esq., assumed the post of president and CEO on Jan. 1.

HR RESOLUTIONS FOR THE NEW YEAR Take a look at HR-related goals and resolutions — and resources to help meet them — in the new year.

IN EVERY ISSUE 2 3 4 6 8 10 28 28 28

Chairman of the Board’s Message Ask Our Experts Coverage Corner Coverage Corner State News IA&B Partners Advertiser’s Index My Events Classified Ads

JOIN US ON SOCIAL MEDIA

Periodical postage paid at Mechanicsburg, Pa. and at additional mailing offices. Postmaster: Send address changes to Insurance Agents & Brokers, 5050 Ritter Road, Mechanicsburg, PA 17055. Primary Agent (ISSN 1543-3110), Permit # 638-620, Issue # 2018-1, is published monthly by IA&B Service Group Inc., a subsidiary of IA&B.

Copyright 2018. All rights reserved. No material may be reproduced in whole or in part without written consent of the publisher. The information in this publication is general in nature and not intended to serve as legal, accounting, financial, insurance, investment advisory or other professional advice as to any reader’s particular situation. Users are encouraged to consult with competent legal, financial, insurance, investment advisory and/or other professional advisors concerning specific matters before making any decisions. We disclaim any responsibility for any decisions or actions by readers. Statements of fact and opinion in Primary Agent are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of IA&B. Participation in IA&B events, activities and/or publications is available on a non-discriminatory basis and does not reflect IA&B endorsement of the products and/or services.

CHAIRMAN OF THE BOARD’S MESSAGE

SOCIAL MEDIA WITHSTANDS THE TEST OF TIME

INSURANCE AGENTS & BROKERS 5050 Ritter Road | Mechanicsburg, PA 17055 800-998-9644 | IABforME.com

OFFICERS Chair of the Board

John B. Hollister

Vice Chair of the Board

irst and foremost, happy new year! May 2018 be a year of professional and personal growth….

Speaking of growth, this month’s magazine addresses the ever-expanding realm of social networking. What began seemingly as a fad has permeated our lives – at home and at work. By early last year, 500 million people had used LinkedIn and 65 million local businesses had a Facebook page. (Not to mention the millions of accounts on WhatsApp, Instagram, Pinterest and more.) The IA&B staff shared with me an “old” Primary Agent magazine – the February 2011 issue, which also focused on social networking. It included a message from then-Chairman of the Board Dave Rosenkilde Sr. encouraging member agents to be open-minded about “Web 2.0” and to “perhaps even create an account or two just to see what [social media] is all about.” Now – just shy of seven years later – the value of a social presence is a given. (In other time-flies news, Dave’s son, Brad, is now on the IA&B Board of Directors!) But while social networking is here to stay, the strategies for using it continue to evolve. This month’s feature article offers insights and advice on social media from industry experts. Give it a read and learn how to best harness the benefits of social networking for your agency in 2018. To borrow from my predecessor Dave, “I encourage due diligence.” n

Craig S. Mader

Immediate Past Chair of the Board

Michael F. McGroarty Sr.

MEMBERS Emory Stephen Burnett, CIC, ARM Wilmington, Del.

Richard F. Corroon, CPCU Wilmington, Del.

Michael P. Ertel Sr.+ Columbia, Md.

Ashley M. Fitzsimmons, CISR Forest City, Pa.

G. Greg Gunn, CIC* Lemoyne, Pa.

Bryan C. Hanes, JD Hagerstown, Md.

David C. King Lancaster, Pa.

Lisa A. Leach Goth, CIC New Bethlehem, Pa.

Elizabeth H. Martin, CIC Millersville, Pa.

Mark J. Monroe

West Chester, Pa.

Joseph R. Pastor, CPCU, AAI Oil City, Pa.

Richard M. Rankin, CIC Lancaster, Pa.

April E. Ressler, CIC Altoona, Pa.

D. Bradley Rosenkilde Jr. Hunt Valley, Md.

All the best,

Tara S. Silfies, CPCU Bethlehem, Pa.

Glenn R. Strachan

Ft. Washington, Md.

Bryan S. Willey

John Hollister Chairman of the Board

Dover, Del.

Lawrence A. Wilson, CIC, CPIA, CPCU, ARM** Newark, Del.

J. Marshall Wolff, CIC, CPCU Easton, Pa.

Editor’s note: Stay up to date on industry happenings and association tidbits by connecting with IA&B on Facebook, LinkedIn and Twitter.

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* Pa. IIABA National Director ** Del. IIABA National Director + Md. PIA National Director

Ask Our Experts IA&B Senior Advocacy Director Claire Pantaloni provided this month’s answer.

Question: I am selling my agency, and the purchaser wants to be added as an additional insured on the E&O tail I have to buy. Is this normal?

Answer:

t is unusual, but not unheard of, to have a purchaser request to be added as an additional insured on the Extended Reporting Period (ERP) endorsement. You can ask your E&O carrier, but the reality is that the carrier will probably deny the request. CLAIMS-MADE POLICIES AND ERPS We all know that when you sell a business that was insured with a claimsmade policy, you need to purchase an ERP endorsement or “tail” for whatever amount of time you feel is sufficient. The ERP itself is defined as “a designated time period after a claims-made policy has expired during which a claim may be made and coverage triggered as if the claim had been made during the policy period.” The tail will provide coverage by giving you more time to report a claim that is made after you sold the agency for a wrongful incident that occurred before you sold the agency. Nothing new here!

WHY THE REQUEST SHOULD BE DECLINED The buyer’s request cannot be satisfied, because the buyer has no insurable interest in the policies prior to the purchase. • Before the purchase, the seller’s E&O carrier will pick up issues relative to any negligent handling of the accounts that occurred prior to the date of purchase:

WATCH THE PURCHASE AGREEMENT In order to avoid being in breach of contract, this means that you should be cautious not to agree in the purchase agreement to provide Additional Insured status that you will not be able to secure. Check with your E&O carrier before you sign! n

- Through the regular E&O policy for all claims made/reported before the date of purchase - Through the seller’s ERP for all claims made/reported after the date of purchase but before the ERP’s expiration date. • After the purchase, the buyer’s own E&O carrier will pick up issues relative to any negligent handling of the accounts that occurred after to the date of purchase.

Have a question? Ask our experts! Rely on our experts – Advocacy Senior Director Claire Pantaloni, CIC, CISR and Legal Affairs Manager Don Bankus – to answer your most perplexing questions. Visit the Ask Our Experts section of IABforME.com (find the link in the website footer) to submit your question and review answers to other frequently asked questions. Or email your question to us at IAB@IABforME.com. We look forward to hearing from you.

PREVENTING ERRORS & OMISSIONS

DO YOU KNOW WHAT’S REALLY HAPPENING IN YOUR AGENCY? By Curt Pearsall, CPCU, AIAF, CPIA

oday, probably more than ever, insurance agencies are conducting some degree of auditing. Agency management is keenly aware of the need to verify that the firm’s procedures are being followed consistently. In the errors and omissions (E&O) world, “consistency” is a fundamental word. However, there are still many agencies that don’t believe they have the resources to dedicate to this important process. The

best suggestion to those agencies is to at least start the process. You do not want to find out at the time of an E&O claim that your staff was “doing their own thing.” KEY STEPS TO BEGIN AUDITING Have established procedures for processing new and renewal business. If this is not something that your agency currently has in place, work with your staff to identify at least five key processes. This will provide the foundation to build on.

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Determine who will conduct the auditing. The options are many, ranging from outsourcing, to a dedicated staff member, to a “peer-to-peer” approach. The latter might be the best approach to start with, where employees audit the work of their fellow employees. Identify a realistic number of files to audit. For many agencies, the goal is 10 percent of the policy count. If this is not doable, pick a number, such as 10 files per

quarter, per employee. Auditing at least quarterly is suggested. Determine the exact audit questions with the potential responses being “yes,” “no” or “n/a.” Consider the following: • A new business exposure analysis checklist was completed. • The accepted proposal template was used. • There was confirmation to the client of coverages they rejected. • A binder was issued within 24 hours of the binding of coverage. • Upon receipt of the policy, it was reviewed, and errors were identified. • The policy was delivered in accordance with the agency’s expectations. As the auditing process is ready to be introduced and implemented, meet with the staff to advise them of the purpose. The goal is to get their buy-in. Through a “softer” approach, the staff will realize that auditing is not only good but also necessary. By identifying the issues in the files that did not get a passing grade, the agency will be able to develop the appropriate solutions. This could involve the need for further training on the expected way to handle a task. It could also involve the tasks being performed. For example, the documentation for a task, such as an exposure analysis checklist, is not being placed in the proper spot in the agency system or in the document management system. It may also identify an employee who does not agree with the specific agency procedure.

As the audit results are tabulated, hold a meeting involving the employee, the staff member who did the audits, and management. If appropriate, an action plan should be developed to address areas in need of correction. Through this approach, the agency will be able to determine progress as future quarterly audits are completed. Celebrate successes. The coal of auditing is not to be punitive, although unfortunately that may occur at some point. The goal is to improve toward a greater degree of consistency. TREMENDOUS BENEFITS Strive to create good auditing habits. These habits will eventually become the norm in your agency. Don’t fear auditing. Some agencies become overwhelmed in the development of auditing and try to do it perfectly from the beginning. Even if your agency starts slowly, at least it has started. The benefits will be tremendous, and the process can be refined over time. n

UTICA RETENTION AWARD A SIGN OF OUR SATISFIED CUSTOMERS OUR E&O policyholders keep coming back for more. In fact, at last fall’s Utica National E&O17 Conference, our team received recognition for our 98 percent retention rate. Our team – the exclusive agent for the Utica E&O program in Delaware, Maryland and Pennsylvania – prides itself in providing hands-on service to tailor coverage and advocating on behalf of our policyholders. The Utica National Retention Award proves that our efforts are working! IABforME.com/MyAgency

Curt Pearsall, CPCU, AIAF, CPIA, provided this content on behalf of Utica National Insurance Group. IA&B is the exclusive agent for the Utica E&O program in Delaware, Maryland and Pennsylvania. For questions regarding this article or your E&O coverage, contact IA&B at 800-998-9644 or IAB@IABforME.com. The material contained in this article is for information purposes only and is not for purposes of providing legal advice. You should contact your attorney to obtain advice with respect to any particular issue or problem.

COVERAGE CORNER

PENNSYLVANIA SUPREME COURT LOWERS THE BAR FOR BAD FAITH CLAIMS By Jerry M. Milton, CIC

eann Rancosky was diagnosed with ovarian cancer. She was admitted to the hospital on February 4, 2003 and underwent surgery and chemotherapy. She did not return to her job with the U.S. Postal Service, but remained on the payroll for several months because of accrued unused vacation and sick days. Her insurer, Conseco Insurance Company (later Washington National Insurance Company) received payroll-deducted

premiums from Rancosky through June 24, 2003, when she went on disability retirement. Rancosky made several attempts for the next two years to gain premium waiver status under her cancer policy, which stated that premium payments would be waived for the period of disability if she had been disabled due to cancer for a period of more than 90 consecutive days on or after the date of diagnosis.

JANUARY 2018

She differed with Conseco as to whether she was on waiver-of-premium status and as such was entitled to coverage under her cancer policy. She submitted claims forms, waiver-of-premium requests and authorizations allowing Conseco to contact her physicians. Conseco paid for her cancer treatments in 2004 and 2005, but denied her claim for further benefits based on her failure to pay premiums.

Rancosky sued Conseco, alleging breach of contract and bad faith. The bad faith claim went to trial court. The court ruled in favor of Conseco, claiming that Rancosky failed to show that Conseco lacked a reasonable basis to deny benefits.

BAD FAITH BACKGROUND

On appeal, the Superior Court ruled for Rancosky, saying Conseco failed to conduct a meaningful investigation into the start date of Rancosky’s disability

SINCE 1994, in order to win a claim for statutory bad faith in Pennsylvania, a policyholder needed to prove that the carrier acted with a motive of self-interest, malice or ill will in denying benefits due under the policy. For more than two decades, carriers have relied successfully upon this requirement to quash bad faith claims. In Rancosky, the court unequivocally rejected that argument.

On Sept. 28, 2017 the Pennsylvania Supreme Court upheld the Superior Court’s ruling and remanded the case (Rancosky v. Washington National Insurance Company) to the trial court. Justice Max Baer’s opinion said the issue of the elements of a bad faith insurance lawsuit was precedent-setting for the Court. The Supreme Court’s ruling adopted a two-part test used by the Superior Court in this case, which says plaintiffs seeking recovery in bad faith cases must provide convincing evidence that the insurer lacked a reasonable basis to deny benefits under the policy and the insurer knew of or recklessly disregarded its lack of a reasonable basis. The ruling also said that proof of an insurance company’s self-interest or ill will is not a prerequisite to prevailing in a bad faith claim, which was part of Washington National’s appeal of the Superior Court’s decision. The Supreme Court’s ruling said the insurer’s interpretation “would create an unduly high threshold for bad faith claims. An ill-will level of culpability would limit recovery in bad faith cases to only the most egregious instances only where the plaintiff can prove personal animus toward the insured. Such a construction could functionally write bad faith out of the law altogether.” Forget the legal mumbo-jumbo. In plain, everyday language, what the Pennsylvania Supreme Court said was, “The bar to bad faith claims has been lowered, and it’s now easier for an insured to win a bad faith claim against the insurer.” Y’all take care! n

Jerry M. Milton, CIC, teaches and consults on industry issues. The legal profession recognizes him as an expert on insurance coverages. He also serves as our education consultant, working with our CISR, CIC and continuing education programs. Catch him at one of our upcoming seminars: IABforME.com/MyTraining.

OUR TAKE ON RANCOSKY THE IA&B industry and legal affairs team reviewed the court’s opinion to anticipate the repercussions. Bottom line: The decision could result in an influx of statutory bad faith cases proceeding to trial. This further opens the door for courts to take any or all of the following additional actions against a carrier when finding on behalf of a policyholder: • Award interest at the rate of prime plus 3 percent on the amount of the claim from the date the claim was made (bad faith litigation can often take many years, so this could represent a rather substantive amount); • Assess court costs and attorneys’ fees against the carrier; and • Most significantly, award punitive damages against the insurer (punitive damages can be awarded as a way to punish a party for “outrageous” conduct and to deter others from similar conduct in the future).

STATE NEWS

SLIPPERY SLOPE OF STOWING SEASONAL VEHICLES ‘Tis the season to stow seasonal vehicles. Producers can protect their customers (not to mention their agency’s E&O exposure) by advising those who drop coverage to comp only that registration must be handled properly with PennDOT. The risk? Loss of essential coverage.

PA. LICENSING: FINGERPRINTING AND FEES IN FLUX Take note of recent adjustments to the Pennsylvania insurance license application process: a new fingerprinting process and a change in the fees associated with the licensing exam.

When an insured temporarily drops liability insurance on a seasonal or inoperable vehicle but fails to surrender the tag to PennDOT, he or she could be in for a shock. Pennsylvania law deprives an individual of first-party benefits if he or she owns a vehicle that is registered and does not carry financial responsibility — even if that person is injured in another vehicle that is properly insured.

FINGERPRINTING A new fingerprinting process is in place for pending licensees. As of late November, applicants must visit an IdentoGO Center to have their fingerprints taken. Previously, fingerprints were taken at the PSI test center, immediately following passage of the licensing exam and while applying for a license. Now – after passing the licensing exam and applying for a license (still available at the PSI test center) – applicants must make a fingerprinting appointment at an IdentoGO Center using the Pennsylvania Insurance Department’s service code: 1KG8Q3. FEES With this change to the fingerprinting process, the total fee for an FBI background check decreased from $40 to $22.60. However, in early December, the PSI exam fee increased by $3 to $43 for a single exam and $53 for a combined exam.

JANUARY 2018

In memoriam It is with great sorrow that we share news of Jim Harrison’s passing, which followed a brief but courageous battle with cancer. Jim served as one of our CIC education consultants for over 20 years and was instrumental in establishing the CIC program in Pennsylvania.

WORKERS’ COMP CHANGES ON THE HORIZON While workers’ compensation rates appear poised to remain steady next year, uncertainty remains. The Pennsylvania Compensation Rating Bureau (PCRB) in late November filed its April 1, 2018 loss cost filing, proposing an overall average change of +0.70 percent. However, according to PCRB’s circular announcing the filing, the change in loss costs is: relative to the approval (still pending as of this writing) of the rating values proposed in Filing No. C-369, the filing to address the increase in costs due to the Protz decision. As a reminder, the PCRB in August 2017 filed for a mid-year +6.06 percent loss cost increase as a result of the Protz v. WCAB Supreme Court case. Although the PCRB proposed a Nov. 1, 2017 effective date, the Pennsylvania Insurance Department (PID) – at the time of this writing – has yet to make a decision on the filing. (The PID has until February 2018 to consider the request.) In addition to the April 1, 2018 loss cost filing, the PCRB recently announced its submission of an F-classification rate filing and approval of a new mandatory endorsement. Both carry effective dates of April 1, 2018. F-CLASSIFICATION FILING PCRB Filing C-371 proposes an overall average rate decrease of -9.97 percent. The filing incorporates an adjustment for the Pennsylvania Supreme Court decision in Protz v. WCAB. Per Circular No. 1694: The United States Longshore and Harbor Workers’ Compensation Coverage Percentage, currently

74.43 percent, is proposed to change to 60.68 percent, and the tax multiplier applicable to the F-Classification business is proposed to change from 1.1226 to 1.0867.

IA&B SNAPSHOTS Check out scenes from IA&B classes and events. Then submit your own photos to IAB@IABforME.com for inclusion in next month’s Primary Agent.

NEW ENDORSEMENT The PCRB announced in Circular No. 1692 that the Pennsylvania Insurance Commissioner approved Filing No. 289. The filing establishes a new mandatory endorsement – the Notification of Change of Ownership (WC 00 04 14) – which will be required on new and renewal policies. The staff who learns together, earns together. Great to see the crew from Walton-Ebert Insurance Agency – to include agency principal Glen Ebert, CIC – taking a CISR seminar together late last fall.

WELCOME NEW MEMBERS BRS SERVICES INC. Chadds Ford, Pa. COMPREHENSIVE INSURANCE SERVICES INC. Fairless Hills, Pa. HOSPITALITY INSURANCE GROUP Southborough, Mass. MASEYCHIK ASSOCIATES INC. Plains, Pa. SNYDER FINANCIAL SERVICES Fairview, Pa.

Need proof of the independent agency system’s vitality? Look no further than our pre-licensing study courses, which continue to pack in energetic professionals like those pictured here in late November with instructor Betsy Tribendis, CIC, CPIW, AAI.

VAUGHAN INSURANCE MANAGERS Fairless Hills, Pa.

PARTNERS PROGRAM

Connecting & through IA&B’s Partners Program. Supporting

2018 Partners Program

Elevating agents

The IA&B Partners Program allows companies to support and connect with independent insurance agents and brokers in Pennsylvania, Maryland and Delaware. Through their sponsorship, Partner companies allow IA&B to offer the programs and services that help member agencies succeed.

Calling all companies

Your support helps independent agents succeed and their agencies become more profitable — a win for your company and the independent agency channel. What’s more, you will find more value than ever before from our revamped Partners Program.

Offering sincere thanks Among the IA&B Partners are the following top-tier sponsors, referred to as Platinum Partners. These companies offer the highest level of commitment to the program.

ACUITY Agency Network Exchange LLC Brethren Mutual Insurance Company Donegal Insurance Group Insurance Agents & Brokers Service Group Millers Mutual Group Penn National Insurance Plymouth Rock Assurance

PL A

Learn more by visiting IABforME.com/Partners or by contacting Jess McWilliams at 800-998-9644, option 503, or JessicaM@IABforME.com.

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M PAR NU TI

PARTN LD O

PLATINUM PARTNER

Insurance Agents & Brokers proudly recognizes AMERISAFE as one of its Platinum Partners. IA&B Platinum Partners dedicate the hightest level of sponsorship to our organization.

PLatinuM PARTNER AMERISAFE: SAFE ABOVE ALL Our policyholders take comfort knowing a workers’ comp policy from AMERISAFE carries clout. It’s one of many reasons we’ve maintained a policyholder retention rate over 90%*. Focused claims management, along with an AM Best rating of “A” Excellent only proves further our longstanding reputation of integrity is unwavering. These characteristics are fundamentally built into every policy and relationship. We’re in it for the long haul; we never take the easy way. Our determined, close-knit team makes tough choices to ensure a dependable AMERISAFE policy remains the proven gold standard of workers’ comp. Perseverance and reliability stand the test of time. For more than 30 years, AMERISAFE has provided specialty worker’s comp insurance to the businesses that need it most. We serve small- to mid-size employers in high hazard industries like agribusiness, construction, logging, and trucking. Some insurance companies shy away from these industries. We don’t. Because workers need protection and we have the experience necessary to keep workers on the job. That’s why we hire safety professionals that have a background in high hazard industries and it’s why we hire people that live where our policyholders work. At any time on any given day, an AMERISAFE Field Safety Professional will be out on the job site presenting policyholders with proactive safety practices.

FOCUSED ON RESULTS FEATURED PARTNER AMERISAFE PRESIDENT & CHIEF EXECUTIVE OFFICER Janelle Frost, President and CEO HOME OFFICE LOCATION DeRidder, Louisiana A.M. BEST RATING A (Excellent) WEBSITE www.amerisafe.com

THE PROMISE DELIVERED Safety is our focus; however, injuries are going to happen. When they do, AMERISAFE is consistently there from the beginning to the end. Injured workers deserve time and respect, which is why our Field Case Managers carry low claims workloads – on average 48 – 52 claims per Field Case Manager. We consistently provide our policyholders and their injured workers with highly, personalized service. We never look solely for short term solutions, but instead focus on the long-term success of the injured workers. PRIDE RUNS DEEP Specialized underwriting knowledge of hazardous industries, extensive field services in workplace safety and intensive claims management, and financial soundness makes AMERISAFE the right choice for your workers’ comp insurance needs. *Policyholder retention rate based on voluntary business that we elected for renewal quote: 92.7% in 2016.

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SOCIAL MEDIA

I N S I G H TS FOR ‘18

Once foreign and later exorbitant, social media today is an integral part of many successful businesses’ marketing communications efforts. On the following pages, we share lessons learned and advice from those in the insurance industry — independent agents, insurance-marketing professionals and carrier representatives — who are leading the way for agencies in the social sphere.

he social media learning curve is never ending, and there are no definitive rules, no absolute rights and wrongs. Instead, there is trial and error. There are lessons learned. And there are tried-and true basics that provide a backbone to solid marketing communications – no matter if it occurs offline or online. As we enter 2018 and social media becomes further entrenched into our daily lives (personally and professionally alike), we sought out insight and advice from industry trailblazers – independent agents who are succeeding on the social web and those who are committed to helping agents do so. Read on for their responses to our top questions, and then visit IABforME. com/social2018 for more. WHAT TRENDS DO YOU FORESEE FOR SOCIAL MEDIA IN 2018? Steve Anderson: Every insurance agency should begin experimenting (if they already haven’t started) with utilizing the paid advertising platforms on multiple social platforms. For personal lines Facebook would be my first option. For commercial lines, LinkedIn is the best option. Using the free posting strategies that have worked in the past simply doesn’t work as well today. Paying the platforms to have your messages displayed to a target audience is the key to maximizing the value of social platforms. Ron Berg: Video will continue to grow as a big player – it is predicted to comprise 80 percent of all internet traffic by 2020. This is a huge opportunity for independent agents! Video also can be used to create testimonials, as influencers create a 10times increase in conversions. Also, mobile content will continue to absolutely dominate as the primary delivery platform. It is expected that there will be over 236 million smartphone users by 2019, so all social media interactions need to be mobile-enabled. Cindy Donaldson: Off the cuff, video such as Facebook live or Instagram Live. These types of posts get high engagement, are fun and give the viewer a true authentic and transparent glimpse as to what the agency and team are all about. Ashley Fitzsimmons: Just this year alone I’ve noticed a big increase on the amount of agents that are using Instagram for professional purposes. I think it’s been a big success because people are more likely to respond to a visual post that makes more of an impact than read a long post on Facebook or LinkedIn. Moving forward, however, I think videos are going to take precedence. A short video – 10 minutes or less – is perfect

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because it’s just enough time to get your point across, engage and keep the attention of the person watching. A lot of my friends are already doing this on both the agent and client side of the industry. Wood Brown of The Rhoads Group does a weekly ‘Ask Woody Wednesday’ where he answers questions that clients send in. It’s really taken off! Bob Klinger: We foresee a continued increase in the importance of video and animation in social media. Dynamic 3D animations and emojis allow for personalization that is both engaging and eye-catching. The use of these graphics also displays an agency’s readiness and ability to be cutting-edge and on-trend. Katie Riley: One of the biggest trends I am watching closely is the increased localization of social media. Facebook just rebranded its Events feature as Facebook Local in an effort to make Facebook the go-to platform for users to discover nearby restaurants and events. This move toward more local social is an opportunity for independent agents. Nextdoor – a free, private social network for neighbors to share information and referrals – is a growing platform for users near your agency who are in market for a particular service to get trusted referrals from your satisfied customers. Encouraging your staff to join their neighborhood online community is a great way to be in a position to refer neighbors in the market for insurance, or provide guidance around insurance-related issues, demonstrating your agency’s expertise.

Posting for the sake of posting is a quick way to lose followers. Post with purpose. – Ashley Fitzsimmons

Continued on page 16

PLATINUM PARTNER Insurance Agents & Brokers proudly recognizes United Fire Group (UFG) as one of its Platinum Partners. IA&B Platinum Partners dedicate the highest level of sponsorship to our organization.

PLatinuM PARTNER UFG: In the Business of Promises

FOCUSED ON RESULTS FEATURED PARTNER United Fire Group (UFG) PRESIDENT & CHIEF EXECUTIVE OFFICER Randy Ramlo HOME OFFICE LOCATION Cedar Rapids, Iowa EAST COAST REGIONAL OFFICE Pennington, N.J. 1-800-223-0534 A.M. BEST RATING “A” (Excellent) WEBSITE www.ufgInsurance.com

In the insurance business, policyholders promise to pay premiums now and insurance carriers promise to pay losses in the future. Every single policy is built on this simple promise, which is why United Fire Group (UFG) views insurance as a business of promises—and always strives to deliver on its promises. Founded in 1946, UFG is a successful publicly traded and multibillion-dollarasset insurance company. It offers insurance protection for people’s businesses, homes and vehicles, including commercial insurance, personal insurance and surety bonds. UFG partners with a select group of approximately 1,200 independent insurance agents across the country. With more than 1,100 employees at its corporate headquarters in Cedar Rapids, Iowa, and five regional offices, the company delivers insurance protection and services to thousands of policyholders throughout the U.S. “Every day in our business, we make and fulfill promises,” said UFG President and CEO Randy Ramlo. “Some are simple and some are complex but in every promise is our sincere commitment to deliver—on our good word for our policyholders and insurance agents.” UFG’s commitment to doing business the right way and treating people the right way is reflected in their national recognition and awards. In 2017, UFG was named one of “America’s 50 Most Trustworthy Financial Companies” by Forbes for the fourth consecutive year and a Super Regional Property/Casualty Insurer™ by Insurance Journal every year since 2006. UFG also earned the prestigious “Five-Star Carrier” rating from Insurance Business America in 2017 for its excellence in all 10 categories, including carrier reputation and financial stability, claims processing, competitive rates, underwriting expertise, technology and automation, quick quotes, range of product, marketing support, education and training and commitment to the broker distribution channel.

“At UFG, we spend our days purposefully underwriting business, renewing policies, inspecting properties, servicing accounts and handling claims,” said Ramlo. “And, through it all, we remain mindful of the important promises we make as an insurance company.”

MAKING AN IMPACT In addition to building a financially strong and trustworthy insurance company, UFG is also committed to its promise to be a good corporate citizen and make a positive impact— one that reaches beyond its business and into its communities. With personal and business auto losses on the rise throughout the insurance industry, the company has introduced a new distracted driving program aimed specifically at preventing auto losses and saving lives: “Worth It.” The message behind the educational and awareness program is to remind drivers that life is worth it, driving distracted is not. It is designed for use by agents, policyholders, educators and individuals—anyone interested in helping to turn the tide against distracted driving. Resources are housed on a dedicated website: ufgworthit.com, and additional items such as marketing materials and PowerPoint presentations are available by request. Ramlo says the company’s goal behind the program is to not only highlight distracted driving issues that are trending in the insurance industry, but to offer ways to help stop the growing epidemic. “’Worth It’ was created as a way for us to offer tools and tips to our insureds and agents so they can do their part in helping to stop distracted driving,” explained Ramlo. “Whether that is helping our business customers create a distracted driving policy for their company, or having one of our speakers present at a high school, we hope this campaign will help drivers of all ages realize that driving distracted is just not worth it.”

Continued from page 14

FOR AGENTS/AGENCIES NOT ON SOCIAL MEDIA, WHERE SHOULD THEY BEGIN? Steve Anderson: The best time to start using social platforms as an engagement tool is several years ago. The next best time is today. Pick one or two platforms where you feel like you can have success and begin learning how to engage with consumers that are your best prospects. If you try to be active on all platforms, you will likely fail. Pick the ones that you think will work best and concentrate on those. Once you become proficient, you can add additional platforms. Ron Berg: Determine your goals. Evaluate the resources you currently have. Know your audience (Who are your core customers? Who are you trying to attract?). Create a concrete, realistic schedule and stick to it. Have more non-promotional content than self-promotion (the “80/20” rule). It’s about quality, not quantity.

Content marketing is about telling a story that is relevant to the reader. No one wants to be sold to any longer.

Cindy Donaldson: They should choose two or three platforms where they can commit to posting regularly. Facebook is the easiest to get started, and most are familiar with it, but note that Facebook algorithms are pushing more and more towards forcing page owners to buy sponsored posts in order to get reach and engagement. The work around is to get your team engaged and involved – take selfies around the office, share your community events and participation, client testimonial shots and videos and yes, Facebook Live. Next up would be LinkedIn. Each agency should have a business page, and their team should be encouraged to have Linkedin profiles that are up to snuff. Have a photographer come in and take head shots and help the team write their summary sections. Always post on Google+ (you can use what you post on Facebook or LinkedIn) as it helps with search engine optimization! Ashley Fitzsimmons: Social media can be overwhelming. I get it. In my opinion, the best place to start is going to be Facebook. Create a page for your agency. And then use your secret weapon – your company sales managers. Ask them what resources they have available for social media. A lot of companies make this super easy for you. For example, Travelers actually creates entire social media campaigns that you can link directly to LinkedIn, Facebook and Twitter in literally under three minutes. With just a few clicks, Travelers will post videos and content to your linked pages automatically for the duration of the campaign. It doesn’t get much easier, folks.

– Cindy Donaldson

Bob Klinger: The very first thing that an agency should do is establish a strong brand identity. It is important that your agency has its own cohesive look and feel before any promotional materials, stationery and social media are implemented. After a strong brand identity is built, we recommend that an agency start by making a Facebook Business Page, and ensure that all of their agency’s contact information and branding are correct on Facebook. Once this foundation is established and a following is initiated, it is easier to translate branding and imagery to other social platforms, such as Instagram and Twitter. It is important to track and analyze your levels of engagement on social media to see what you are doing right, and what you can improve. Katie Riley: While it’s easy to set up a social page and start posting content, sustaining a social media presence and making sure you’re getting value for the time you put into it requires planning and discipline. Why will your customers want to connect with your agency on these platforms, and how can you

JANUARY 2018

ensure your agency delivers the same quality experience on these platforms as you do in person and over the phone? How can you use the features of the platform to enhance your customers’ experience? I recommend three steps to getting started: Have a purpose – you should have a clear goal for using the platform(s) you choose. Do not set up an account just because you read you should be on Facebook, or heard about another agent having a lot of success on LinkedIn. Determine up front whether you will use the platform to deliver value-added content to educate clients, showcase your agency’s community engagement and leadership, leverage the ability of a platform to generate leads through hyper-targeted and cost-effective local ads, promote your local philanthropic events or services, or recruit local talent. Without a clear purpose, it is easy to sink a lot of time into social without having much to show for it. Have a (measurement) plan – Will increasing your social media followers or earning more “likes” on your posts or tweets drive more awareness and sales, or boost retention by changing customer perception of your agency? Determine which business metrics you hope to impact with your social platform and develop a content calendar that advances those specific goals. Measure and share the results across the team regularly to

maintain excitement and defend against a common problem with social media – losing interest over time and eventually abandoning the effort during the next busy period. Have a process – A key step to ensure success is to identify roles and responsibilities within the agency, determine how frequently you will monitor and post, set expectations around how and how quickly you will respond to customer comments and feedback, and establish standards for team members who use the platform for the agency. Consumers expect a timely response and are as likely to share complaints as they do praise, so be prepared for both types of feedback and have a process for how you address it. Peter van Aartrijk: They should begin with where their customers are. If they write a lot of personal lines, those customers will be on Facebook and Instagram. If they write commercial lines, LinkedIn is a great platform. Twitter is a super network to reach customers and the community with urgent information (e.g. natural catastrophes) or with links back to thought leadership on the agency website or blog. But you need to build follows, and that takes patience, consistent posts and time. Continued on page 18

MEET OUR PANEL OF EXPERTS

Steve Anderson executive editor The Anderson Agency Report

Ron Berg executive director Agents Council for Technology

Bob Klinger agency principal Klinger Insurance Group

Cindy Donaldson brand strategist Aartrijk

Katie Riley senior brand strategist Progressive

Ashley Fitzsimmons insurance specialist Fitzsimmons Insurance Agency

Peter van Aartrijk principal Aartrijk

Continued from page 17

WHAT’S THE BEST PIECE OF ADVICE YOU CAN GIVE TO AN AGENCY’S SOCIAL MEDIA MANAGER OR TO AN INDIVIDUAL AGENT WHO WANTS TO LEVERAGE SOCIAL MEDIA? Steve Anderson: Quality content and ongoing engagement are the keys to success with and leveraging the benefit of social platforms. Keep in mind that this is not a quick fix. It takes time and effort to build quality content. It also takes time to respond to and engage with those people who are reading and consuming your information. Ron Berg: Start with mobile as your platform, then also adapt to desktop for management. Determine what you want to achieve – is it touchpoints with existing customers, or attracting new customers? These two have different strategies and tactics. Cindy Donaldson: Put yourself in your prospects’ and clients’ shoes – the content should be about them, not about you. Content marketing is about telling a story that is relevant to the reader. No one wants to be sold to any longer, and blasting your feeds with ‘buy from us’ posts or lengthy ‘why you need this coverage’ posts is a surefire way to lose followers. Instead, offer up some great thought leadership content – both curated and created. If you were following, what would you click on and read? Eighty percent of what you post should not be focused on your products or services. Think outside the box for best success.

Katie Riley: Once you have a strategy, make sure your process includes using the social media tools and online content provided by your carrier partners as a way to maximize efficiency. Agents are often sharing the content we post to Progressive’s Facebook feed with their customers, and most carriers have customer newsletters, like Progressive’s Life Lanes, with content that’s been thoroughly researched and written by experts. There is no need to re-invent the wheel, but when you do share carrier content, be sure to make it your own by adding a comment with your own point of view, posing a question to your customers, or connecting it to something local and relevant. Peter van Aartrijk: Focus, focus, focus – you don’t need all the platforms. Master one with consistency. Be great at one, then move on. HEAR MORE Read more on these experts’ take by visiting IABforME.com/ social2018. There you’ll learn about their favorite social media platforms to use (professionally and personally) and their favorite companies to follow on the social web. n

Ashley Fitzsimmons: Two things: Don’t post just to post, and there is such a thing as too much content. I’m a firm believer that your posts should be something you’re passionate about or something that is actually going to answer a question for someone. Oftentimes people scroll through Pinterest or Instagram just to find a picture or quote to post – don’t do that. Posting for the sake of posting is a quick way to lose followers. Post with purpose. Bob Klinger: Utilize the social media management resources that are available to you at no extra cost. Many insurance carriers provide content and social media calendars that you can use as a starting point in developing your own calendar, and these items can provide you with the inspiration needed to create content that is unique to your agency. It is important to maintain a balance of content that is educational, entertaining, and sales-focused – making sure that sales is the least frequently posted topic on your social media accounts. Followers do not want to be inundate with sales pitches while scrolling through their social media. They want to be entertained and well-informed.

JANUARY 2018

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GETTING TO KNOW

JASON E R N EST The new year brings new leadership to Insurance Agents & Brokers (IA&B). Jason F. Ernest, Esq., assumed the post of president and CEO on Jan. 1. He took the reins from Rick Russell, who retired at the end of last year after nearly four decades with the organization. The Primary Agent editorial team sat down with Jason late last year to gain his perspective on the industry and his vision for the future. Highlights from our discussion follow.

ABOUT JASON

But touching on my points about challenges – an independent agent needs to be cutting-edge and ahead of the curve in order to stay relevant. For a consumer to choose an independent agent over the other distribution channels, the independent agent must quickly adapt to changes and take advantage of the technologies that are out there.

JASON EARNED a bachelor’s degree in public policy from The Pennsylvania State University. He attended law school at Widener University and became licensed to practice in Pennsylvania in 2005. During his 12-year tenure at IA&B, Jason has argued successfully before the Insurance Department and the Commonwealth Court, where he represented the interests of independent agents.

Q. What is the role of IA&B in independent agents’ success? How can the organization best support its members? A. IA&B is a partner in everything I just mentioned. I know it is daunting for agents to constantly have to be adapting. But if they fully utilize the resources IA&B has to offer, it makes the job that much easier.

A native of Central Pennsylvania, Jason resides in Hershey, Pa., with his wife, Lisa, and their son, Brayden.

For example, I spoke with an agent the other day who said IA&B education is expensive, and he can get cheap or free credits elsewhere. But I’m a firm believer that you get what you pay for. An agency that invests in quality and timely education is going to be much more relevant to their customers. IA&B provides that support.

Q. What are the greatest challenges facing the independent agents? What about opportunities? A. It has become an extremely competitive market – more so than ever. Agents can no longer rely on referral business coming through the door. Business has to be earned, and value has to be shown to keep that business. It really is a dog-eat-dog insurance world. To that point, there is great opportunity for independent agents to distinguish themselves. The agents that can pull away from the pack have the potential to be very successful. Agencies need to embrace technology, think outside the box, and work extremely hard for business. But if they do that – there are phenomenal opportunities for them. Q. Doomsdayers predict the demise of the independent agency channel. What’s your take: What must independent agents do to survive, and ideally to thrive? A. The independent agent is, and will be, a key player in the insurance marketplace. They are going nowhere. There is a segment, and demographic, in society that will always seek insurance counsel to protect their assets. And in the commercial arena, the independent agent is indispensable.

And that’s just one example. IA&B is a wealth of knowledge and tools, and we will continue to develop new resources. Agents need to see us not as an added cost, but an added staff member. We know independent agents better than anyone else, and we want to help independent agents succeed. Q. What is your vision for IA&B? A. To be that indispensable partner for our members as they continue to grow and improve. Just like agents need to constantly adapt, it is critical for IA&B for adapt. We must constantly be learning about our members and their needs – and we must deliver on those needs. The days of passive associations – meaning let the members come to you for resources – is over. IA&B needs to become a consultant to our members, and we must bring the product to them. IA&B has an amazing staff, and we are in position to do great things. We will soon be rebranding ourselves so that we are better recognizable to members (and non-members). Q. What’s your favorite part of your job? A. Meeting and talking with members. Every agency has its own unique story, and to me every one is fascinating. And independent agents are part of the community they are in, and I’ve gotten to see those communities as well.

JANUARY 2018

I am going to be a very visible and accessible CEO. I want to be out from behind the desk and engaged with members, with carriers, and with the industry as a whole. I love that interaction, and I believe that it will help me better understand – and at times commiserate with – our members. Q. And now for some levity…. If you could meet any historical figure, who would you choose and why? A. Okay, maybe a little cheesy here, but Frank Moses. Who’s Frank Moses? He’s the guy pictured in the black-and-white photo. Frank was the first full time manager of the Pennsylvania state association of the National Association of Insurance Agents. That’s a brand new 1928 Model A Ford, and it has the association insignia on it. In his first year with the association (1928-1929), Frank traveled over 25,000 miles, with few improved roads, getting members for the association. Over 300 new members signed up. That’s pure passion for your job, and belief in who you represent. As I start this journey as the new CEO of IA&B, I’d love to be able to meet Frank, talk to him about his experiences, learn from him and let him know his efforts will continue. n

Frank Moses, first full-time manager of the Pennsylvania state association of the National Association of Insurance Agents

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HR HEADQUARTERS

H R R E S O L U T I O NS

FOR THE NEW YEAR By Karen DiGioia

JANUARY 2018

5… 4… 3… 2… 1… Happy New Year! The beginning of a new year is traditionally the time for resolutions and new beginnings. On a personal level, the list usually looks something like this: Eat more healthfully (put that cookie down and switch it for an apple). Exercise more (hopefully you’re reading this article while walking or running on your treadmill). Follow a spending budget (after those holiday bills stop coming in). Why do we make these resolutions? Usually, it’s because we are looking to achieve a larger goal. We resolve to eat better and exercise more because we want to lose weight and/or improve our health. We resolve to follow a spending budget because we want to decrease debt or retire sooner. So what about your business? Do you have any business goals and related resolutions in order to accomplish them? Let’s look at some HR-related goals and resolutions that might be just right for your agency in the new year. Your agency goals for 2018 are most likely related, in one way or another, to improving the performance of your agency. How do you achieve these goals? Well, you can take it all on yourself, or you can look at ways to maximize the effectiveness of your workforce. Ways to ensure that you are attracting, hiring, motivating and retaining employees who maximize the performance of your agency. Ways to ensure that you and your employees are all working in the same direction. To help you achieve your goals, I’m going to recommend a couple of resolutions and give you some thoughts on how to work toward them. RESOLUTION NO. 1: HIRE THE RIGHT PEOPLE AND TRAIN THEM WELL. Hiring the right people begins with having a clear understanding of what you are looking for and who you should be hiring. When you’re preparing to look for a new employee, you should begin by reviewing and updating the job description. Make sure you are clear about your expectations and the type and amount of experience that are needed for the role. Think outside the box when looking for new employees. Would a student intern provide you with an opportunity to bring a new perspective into the agency and begin training the next generation in the insurance industry? Would a Work At Home Vintage Expert (WAHVE, an insurance-trained, semi-retired remote worker) meet your needs and provide an employee with a significant base of both knowledge and experience? What about a

Think outside the box when looking for new employees…. Sometimes it’s possible to expand your hiring pool by considering non-traditional work arrangements like job sharing or remote work.

part-time worker? Sometimes it’s possible to expand your hiring pool by considering non-traditional work arrangements like job sharing or remote work. Once you’ve gathered your pool of candidates, ensure that your selection process is both thorough and fair. Have all candidates complete an employment application and make sure you use a structured interview process and questions that are the same for each candidate. Once you’ve narrowed down your candidates, continue to be thorough. Complete required background checks and reference checks. Consider using employee assessment tools to refine your selection process further. Once you’re ready to make an offer, do it the right way. Provide a formal written offer or hire letter to your new employee confirming all important details related to their employment with your agency. If your new employee is a producer, make sure you have a producer agreement in place at the time of hire. When your employee starts, provide him or her with formal orientation and training, both critical to get your new employee off to the right start and increase his or her chance for success. Take the time to create a plan. It really comes down to the basic “who, what, when, where and how” questions. What does the new employee need to know? How will he/she get that information (observation? off-site training? online learning?) Who is going to provide that knowledge? When should it happen? You also want to make sure your new employees receive information about your agency. Sometimes we are so focused on getting our new employees up to speed on job-related items that

HR HEADQUARTERS

we forget to provide basic information about our organization. You want your new employees to understand and start to develop a connection to your agency, too. Make sure they receive information about the history, structure, goals and direction of the agency, as well as a sense of where they fit into it all. So we’ve talked about ways to make sure you are hiring the best employees and getting them off to the right start. Now we want to look at ways to maximize the effectiveness of all employees. How do we do that? It really comes down to one thing: communication. (Doesn’t it always come down to communication?)

job responsibilities change and at least once yearly, often during a formal performance evaluation. Employees need to understand the policies and procedures of the agency, and, again, what is expected of them. Review your employee handbook and make certain that it is accurate and up-to-date. Make sure employees all have the handbook and take the time periodically to review key policies with them – especially with your new hires and with all employees if you introduce a new policy or change an existing one.

RESOLUTION NO. 2: COMMUNICATE MORE. COMMUNICATE BETTER. Employees who understand more generally perform better. This is true from many perspectives. Employees need to understand your expectations. They need to understand their role. They need to understand how they are performing in their job (good and bad). They need to understand your vision and the goals and direction of the agency.

Employees need to understand your vision and goals for the agency. It’s critical that you communicate these things with your employees. If you’re looking to grow the agency this year, let your employees know. Look at things you can do to create excitement around and involve everyone in achievement of these goals. Pizza lunches on Fridays whenever significant milestones are met. Halfway to the goal line, the agency closes early and everyone goes out to dinner. (I know, I’m not helping anyone here with that “eat better” resolution.)

Employees who understand their responsibilities and your expectations will, almost always, strive to meet them. This means you should have an up-to-date job description for each and every role in your organization, and you should have reviewed them with each of your employees. Job descriptions should be discussed with employees when they are first hired, when their

And, of course, it’s critical that you communicate with your employees about performance. I’m not talking just about your formal performance review process. Performance management is much easier to do and much more effective if it’s done each day. Look for opportunities to catch your employees doing things right and provide positive feedback. And look for opportunities to

JANUARY 2018

provide constructive feedback when employee actions are off the mark. It’s much easier for employees to make minor adjustments along the way than it is to make a major change once those “off the mark” actions have become ingrained habits. At this point, you may be feeling a little overwhelmed. “We’re a small agency, and I’m only one person. How can I do it all?” You may also be wondering what’s up with all the terms in bold lettering (I’m hoping you are). Every term in this article that appears in bold font indicates something for which samples, templates, formats and/or other resources are provided on the IA&B website. You may only be one person, but you have a plethora of tools (my resolution for 2018 was to use big words when I write!) available to you through the IA&B website. If you haven’t looked around for a while, take the time to check it out. You’ll find everything you need and, of course, everyone’s favorite, much, much more. All provided for your use as a benefit of your IA&B membership. So, what if you have other resolutions related to HR? Maybe you need to make sure you’re compliant with all laws and regulations? Are you using the most recent legal posting? Are paying your employees correctly? Using the I-9 form properly? While we don’t have the time or space to talk about these things in detail today, you’ll find it all on the website (I did say “much, much more”!) And as things change, you’ll find them highlighted in Agent Headlines. If you find yourself with a question you can’t answer or a situation you’re not sure how to handle, remember you can always contact me for advice or clarification. I can be reached at 610-779-3870 or at karen@mostellerhr.com. I promise, I won’t use big words! Wishing you all a happy and healthy 2018, and a year of HR resolutions that you actually keep! n

Karen H. DiGioia provided this article on behalf of Mosteller & Associates, IA&B’s contracted human resources consulting firm. Reach out to Karen for more information on internships or with other human resource questions.

RESOURCES FOR YOUR RESOLUTIONS REAP THE rewards of streamlined and efficient human resources by relying on your IA&B member benefits, including: HR Solution© – a comprehensive collection of human resource products and services designed exclusively for IA&B members. The suite includes an HR audit, employee handbook, an administrative guide with explanations and samples to develop an agency’s HR policies, and both complimentary and discounted services with a dedicated HR consultant. Producer Agreement Toolkit – a resource that explains the different provisions that should be present in producer agreements, spells out the consequences of improperly drafted contracts, and includes a sample producer contract. Work At Home Vintage Employees (WAHVE) – discounted access to a unique, cost-saving, remote contract-staffing solution for the insurance industry. It pairs experienced insurance professionals (“preretirees”) with independent agencies to meet their specific back-office needs. IABforME.com/emp_mgmt

IA&B’s HR Solution© is a compilation of products and services – available exclusively for our member agencies – that simplifies establishing or improving your human resources program. It includes base-level consultation and discounted professional services from Mosteller & Associates. Learn more at IABforME.com/emp_mgmt.

My Events

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JANUARY 2018 Live CE webinars (IABforME.com/webinars)

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FEBRUARY 2018 6-8

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14-17

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Harrisburg, PA

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Reading, PA

20-22

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Professional agency since 1926 located in Feasterville, Bucks County, Pa. Call for confidential information and a review of our services. Contact Ray Reinard at 215-357-8600, Ext. 119.

If you would like to place a classified advertisement, please contact Laura Gaenzle at Laura.gaenzle@theygsgroup.com or (717) 430-2351.

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James K. Ruble Graduate Seminar

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20-22

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21-24

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Wilmington, DE

26-29

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