November 2014 pa by Insurance Agents & Brokers Service Group Inc

IN THIS ISSUE: How to hire quality producers 10 steps to new producer success WAHVE staffing support

There When It Matters Most for 125 Years For 125 years Donegal has been there when it matters most when it comes to our policyholders and our support of the independent agent system. Today, Donegal continues to remain a better value for insureds and independent agents. E

N I T M AT T E RS

Price - Personal and commercial lines rates consistently among the most competitive in the state.

Product – Superior products with enhanced coverages. And Donegal agencies benefit from a total compensation package that’s one of the best in the industry.

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Remaining competitive in price, product and agency compensation… another way Donegal is “There When It Matters Most.”

To learn more visit www.donegalgroup.com or call Rick Kelley at 1-800-877-0600.

there when it matters most

Contents PRIMARY AGENT MAGAZINE

Hiring quality producers A simple and obvious solution to many, likely most, agencies’ growth issues is to hire a quality producer. But as proven by the 70-80 percent failure rate, the solution is much easier said than done. Here, Chris Burand shares five challenging, yet proven, steps.

Page 14 10 steps to new producer success Agencies need a detailed plan when bringing on new producers. If you train new producers well, they can perform at their best in providing revenue and accounts for your agency. Read on to learn the 10 key steps for hiring and training producers.

Page 20 WAHVE staffing support makes a splash

26 Mission Statement Primary Agent delivers ideas to help Insurance Agents & Brokers’ members negotiate their unique position as guardians of trust between insurance consumers and companies while facing the challenges of maintaining a small business. Primary Agent also supports IA&B’s mission to preserve and advocate the American Agency System.

Get social with IA&B

Plenty of agencies are looking for qualified help — people who know the industry, lingo and processes, and most agree it’s not easy to find. If you’ve been struggling to find a replacement or simply some assistance, consider giving Work At Home Vintage Employees (WAHVE) a try.

Page 24 Introducing CISR Elite While the prestige of the CISR designation has endured, the National Alliance recently unveiled a new way for insurance professionals to distinguish themselves: the CISR Elite designation.

Page 26

In every issue 2 3 4 6 8 11

Chairwoman of the Board’s Message Ask Our Experts State News Preventing Errors & Omissions Coverage Corner IA&B Partners

13 IBC IBC IBC

My Events Advertisers Index Classified Ads C’mon, get appy!

All communications for publications, including news, features, advertising copy, cuts, etc., must reach the editor by 1st of month two months prior to publication. Advertising rates furnished upon request. Address inquiries to: Primary Agent Editor 5050 Ritter Road Mechanicsburg, PA 17055-0763 Phone (800) 998-9644 or (717) 795-9100 Fax (717) 795-8347 Periodical postage paid at Mechanicsburg, Pa. and at additional mailing offices. Ride-along Enclosed. Postmaster: Send address changes to above address. Primary Agent (ISSN 1543-3110), Permit # 638-620, Issue # 2014-11 is published monthly by IA&B Service Group Inc., a subsidiary of IA&B. Copyright 2014. 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 is 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 and 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 the 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.

Board of Directors

Diana M. Hornung Hanby

Officers Diana M. Hornung Hanby, ACSR Chair of the Board Wilmington, Del. Robert S. Klinger, LUTCF, CPIA Vice Chair of the Board Germantown, Md. G. Greg Gunn, CIC Immediate Past Chair of the Board Lemoyne, Pa.

Members Henry “Butch” Bradley, Jr. Forest Hill, Md. E. Stephen Burnett, CIC, ARM Wilmington, Del. Richard F. Corroon, CPCU Wilmington, Del. N. Lee Dotson, CIC, AAI Wilmington, Del. Michael P. Ertel+ Columbia, Md. John B. Hollister Milford, Pa. Jocelyn R. Howard-Sinopoli, CIC, CISR Butler, Pa. Douglas A. Loesel, CPCU Erie, Pa. Michael F. McGroarty Sr. Pittsburgh, Pa. Craig S. Mader Gambrills, Md. Ann Gallen Moll, CIC Reading, Pa. Mark J. Monroe West Chester, Pa. Joseph R. Pastor, CPCU, AAI Oil City, Pa. Richard M. Rankin, CIC Lancaster, Pa.

Chairwoman of the Board’s M

We’re all ears One of the ways that our organization excels is in its member focus. IA&B is diligent in culling member feedback — and acting on it. Referring to our three state associations as “member-centric” is more than paying lip service. IA&B’s efforts are the real deal. From regional Member Agent Panel gatherings to government relations committee meetings, from surveys to agency visits, IA&B leadership and staff are dedicated to assessing and reacting to members’ needs. It’s no coincidence that our member renewal rates are strong. IA&B delivers what members want. Recently, a common theme emerged during discussions between IA&B and its member agencies: perpetuation. For some agencies, this means hiring and managing young talent. For others, it’s transitioning to new leadership and ownership. This issue of Primary Agent magazine addresses some of the human resources pieces of the perpetuation puzzle. IA&B’s proprietary HR Solution© (IABforME.com/emp_mgmt) does the same. The organization’s late-October Executive Management Conference tackled other angles — “the people side” of internal perpetuation, tax and legal considerations, merger and acquisition trends, and financial planning. If you missed the conference, stay tuned as IA&B continues its work to assist members’ perpetuation plans.

Scott C. Rogers, CPIA* York, Pa.

Interested in serving IA&B through a Member Agent Panel or committee? We’d love to have you. Visit IABforME.com/get_involved. Have feedback for IA&B? We’re all ears. Reach out to IAB@IABforME.com or 800-998-9644.

Glenn R. Strachan Ft. Washington, Md.

Until next time,

April E. Ressler, CIC Altoona, Pa.

Lawrence A. Wilson, CIC, CPIA, CPCU, ARM** New Castle, Del. J. Marshall Wolff, CIC, CPCU Easton, Pa.

Diana M. Hornung Hanby

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

[2]

Ask our Experts QUESTION: We regularly have issues with Workers’ Comp customers who are charged at audit time for independent contractors they used. Can the carrier really charge for the independent contractor? What can we do to help our customers?

ANSWER: It is not unusual for Workers’ Compensation (WC) customers to discover at the end of the year that the premium they budgeted and paid for is not sufficient based on the insurance company’s audit. The additional premium charged can cause a lot of grief. In the circumstances you describe, the main culprit generally is the misclassification – or perceived misclassification — of employees by the business entity.

other taxes or charges imposed on employers. These laws tend to target the trades or industries where the practice has historically been more prevalent, such as construction and landscaping. In addition, in 2007 Delaware also changed its treatment of independent contractors based on their business structure. In the construction, construction transportation or real estate development industry, sole proprietors and partners cannot be excluded: If they do not have their own coverage, they have to be covered under the contractor’s WC policy. If you do business in multiple states, having a good understanding of what is permissible and what is not is essential.

Why is it an issue? When a claim occurs and an injured subcontractor is without insurance, he or she will often argue misclassification, and the contractor’s insurer may end up paying for the claim. As a result, WC insurers tend to charge at audit time whenever the status as an independent contractor is insufficiently documented.

Other issues Of course, simple miscalculations can also affect an employer’s audit, such as a woefully underestimated payroll. For those customers who have difficulties estimating their annual payroll and also have cash flow issues, the “pay-as-you-go” option may be the way to go, by handling WC insurance payment alongside payroll.

How to address this issue? Giving a heads-up to the employer of the documentation the insurer will require in order not to charge for independent contractors is helpful, and can reduce the risk of an unpleasant surprise at the end of the policy period. If you are not sure how to frame the issue of premium audits or explain the requirements of the applicable state law, you can access various tools in at IABforME.com/ coverage_issues/WC, including an explanation of the law and sample letters.

HAVE A QUESTION? ASK OUR EXPERTS! Rely on our experts 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.

About misclassification of employees Our three states of Delaware, Maryland and Pennsylvania (along with myriad others) have passed employee misclassification laws that more severely punish employers who classify employees as independent contractors in order to evade payment of WC, unemployment compensation and [3]

Primary Agent | November 2014

State News Review of MAPFRE agreement

AgentPAC agency profile: APIA

Following MAPFRE’s entrance into the Pennsylvania auto and homeowners’ market last spring, we reviewed the carrier’s new agency agreement. We used our Agency Agreement Analysis (AAA) tool to assess how the contract addresses your rights and obligations and compares with industry standards.

There are parallels between establishing a strong political action committee and building a home. Without a solid foundation, poor structure is a given, and instability is inevitable. The staff at Allegheny Professional Insurance Agency (APIA) in Pittsburgh understands that constructing a strong AgentPAC today can shield independent agents from harmful elements for years to come.

From agent duties and obligations, to ownership of expirations and hold harmless provisions, the AAA breaks down the agreement and explains how the different provisions can impact agency procedures. We shared the AAA with the company. IABforME.com/ carrier_issues/agreements

IA&B, Trusted Choice support Walk for Wishes s independent agents A across the nation continue their collective support of Make-A-Wish, we remain committed to the cause in Pennsylvania. The latest in a series of fundraisers that we’ve supported and Trusted Choice has sponsored were last month’s Walks for Wishes in Harrisburg and Philadelphia. The IA&B team blew its fundraising goal out of the water – and had a great time – at the Sunday, Oct. 5 walk. [4]

How APIA supports AgentPAC For the last four years, six staff members at APIA each have contributed $25 to AgentPAC of Pennsylvania. We recently spoke with Senior Executive Vice President William Zanone to learn how – and why – he spurs that support. Every year when the AgentPAC request lands in the APIA mailbox, Zanone circulates it around the office. While he jokes about threatening bodily harm to solicit contributions, he actually offers an earnest plea for $25 toward the good of the industry. He recognizes that money talks in politics – that it opens doors and creates avenues for further communication. Why your agency should follow suit We challenge your agency to mirror Allegheny Professional Insurance Agency in staff support of your state’s AgentPAC. If every member agent would contribute just $10, your IA&B government affairs team would be in a much better position to represent you and your interests. IABforME.com/AgentPAC

Excellence in Education Award validates our offerings It’s not news that you get great education at a good value from IA&B. After all, it’s what you’ve come to expect. But what is news is that we (once again) have been recognized for it. The Big “I” last week bestowed upon us a Gold Excellence in Insurance Education (EIE) Award. The EIE awards celebrate and recognize associations and staff who made significant contributions to education for their members and the industry in the key areas of class offerings, continuing education, professionalism, designation offerings, industry collaboration, planning goals, marketing, resources and more.

Wage-and-hour claims spike There’s more incentive than ever to comply with the Fair Labor Standards Act (FLSA). First we learned about the influx in U.S. Department of Labor field investigators hired to ensure compliance with the FLSA. And now we’re hearing of an increase in wageand-hour litigation across the state.

WELCOME

According to The Legal Intelligencer, the number of federal employment cases filed in Pennsylvania rose steadily from less than 60 between September 2004 and September 2005 to 182 filings between September 2013 and September 2014. Maintaining compliance with the FLSA will go a long way to preventing a claim against your agency. Our most recent HR resource highlights how the FLSA applies to agency staff by delving into each exemption and discussing typical agency positions that may qualify. IABforME.com/ FLSA-agency-staff

New seminar covers head scratchers of Pa. Auto Law Interpretation of laws and regulations governing auto insurance in Pennsylvania is evolving, and we’re responding with a new seminar, “PA Auto Coverages – Avoiding E&O Potholes.” Whether you’re a veteran of the industry or a newbie just discovering the world of insurance, this freshly minted course promises to teach you things you didn’t know about auto coverage in the Keystone State.

Court cases over the past decade have challenged what had been considered settled law on such things as UM/UIM stacking, first-party and coordination of benefits between policies. To bring agents up to speed (while avoiding those potholes), we’ve enlisted Betsy Tribendis, AAI, CIC, CPIW, GRI to teach this new six-hour course. The seminar will award 6 CE credits and cover a variety of additional issues, including: w Circumstances that can make drivers inadvertently lose first-party benefits w The true meaning of “serious injury” and other situations where limited tort may not apply w Primary vs. excess, and coordination of benefits across multiple policies “PA Auto Coverages – Avoiding E&O Potholes” will be offered in the following locations: w Mechanicsburg – Tuesday, Nov. 11 w Philadelphia – Wednesday, Nov. 12 w Pittsburgh – Tuesday, Nov. 18 w Bethlehem – Thursday, Nov. 20 IABforME.com/education

New Members

ARI Insurance Companies Newtown, PA

George A. Reed Agency Inc. Pittsburgh, PA

POD Insurance LLC Huntingdon Valley, PA

Better Insurance LLC Akron, PA

MCS Insurance LLC Huntingdon Valley, PA

R. H. Worthington Group LLC Milford, PA

Branthoover Agency Inc. Monaca, PA

Mechelle L. Sloan Insurance Inc. Eau Claire, PA

Cornerstone Insurance Associates Inc. South Williamsport, PA

Myers Benner Corporation Allentown, PA [5]

Primary Agent | November 2014

Preventing ERRORS AND OMISSIONS

HOW EDUCATED DO YOU WANT YOUR CLIENTS TO BE?

The Utica National E&O Program supplied this article. Insurance Agents & Brokers Service Group Inc. 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.

Imagine this scenario: A customer calls your agency in a heightened state of anxiety to advise you that he is on vacation and, upon getting back to the hotel room, discovers that the diamond in his wife’s ring appears to have fallen out of the setting and is gone. “At least we have insurance on it” are his next words.

some commission. It also has a customer that will now benefit from the insurance that was purchased. It is not hard to imagine that this customer will tell friends and associates how fortunate he and his wife are to have their insurance with you. Now, turn this story around. You would have a husband and wife who are customers that have lost a precious piece of their love only to find out that they had no coverage for their loss. This is when errors-andomissions claims can rear their ugly heads.

Fortunately, this story has somewhat of a happy ending as your agency representative tells the customer that “yes, it was insured and we will go ahead and file the claim.” Unfortunately, not all calls like this have a positive outcome. What’s the common difference? Typically, the positive outcomes involve agencies that made a conscious effort to educate their customers on what the customers’ insurance covered and what it didn’t.

Start with your staff A key aspect of customer education starts with the staff. Ensuring educated customers requires an educated staff. The staff, usually the producers and account managers/ CSRs, is who interacts with customers on various coverage issues. The staff must be educated on the products they are selling to be able to provide quality coverage information.

So, how educated do you want your clients to be? If you are an agency like the one above, the advantages are clear. The agency sold a jewelry floater to this customer, thus realizing [6]

On-the-job training and coursework will play a central role in achieving the desired technical knowledge for the staff. Since it is fundamental to your organization to have competent, highly skilled people, agencies should establish a budget earmarked strictly for education. This is important as an educated staff should serve your agency well. Building into each employee’s annual goals an objective focused on enhancing technical competence helps ensure a keen focus on education. Determining the appropriate coursework should be a collaborative effort so the staff has “skin in the game.” Agency staff meetings provide a great opportunity to educate the staff on technical issues. Each time you meet with the staff, review a technical issue. It could be a topic they are less than comfortable with or a question your customers frequently ask. The various exposure analysis checklists are also valuable in

providing extensive technical and underwriting information on hundreds of different SIC classes of business. These checklists enhance the staff’s knowledge and are more than just a tool to identify prospects’ or clients’ exposures. They will assist greatly in helping your producers/account executives become authorities on the various classes of business and the exposures they present. Effective education How confident are you that you know the exposures of each of your customers? This can change fairly often, so even if you knew the information last year, there is the possibility that exposures have changed since then. Ideally, it would be great to sit down with each customer for a face-toface account review or to discuss the customer’s insurance portfolio over the phone. This would enable you to ask all of the key questions and provide the customer with further insight on vital coverage issues. This would have been extremely beneficial, for example, prior to Super Storm Sandy, enabling agencies to educate customers on the various nuances of flood coverage. Unfortunately, this face-to-face meeting may not be possible with many of your customers unless you have Saturday hours. One option to consider is to either use one of the personal lines questionnaires found in some of the various exposure analysis checklists (The Virtual Risk Consultant has a useful questionnaire. Editor’s note: see sidebar.) or develop a questionnaire yourself. The goal would be to send out this questionnaire, in paper form or electronically, to each customer and request that the customer reviews it and then provides his or her responses. Plus, developing a section on your agency website addressing each of these issues can provide customers with information on crucial coverage issues and considerations

[7]

for each of the questions in the questionnaire. A paper or electronic newsletter is another means to educate customers. In terms of content, address issues unique to that time of year. These could be weather-related or may involve the insurance implications of kids going off to college. Social media postings are also a great way to educate customers. What’s more, including definitions and claims examples on your insurance proposals has shown to be effective in educating customers and prospects. A win-win Look for cross-selling opportunities when your agency interacts with customers. Many agencies provide a new business incentive for the CSRs in rounding out the insurance for their customers. This really can be a win-win for everyone.

Positioning your agency as one that wants its customers to understand coverages and insurance-related terms will reap huge benefits. Through the solid education of your staff and customers, your agency’s reputation will be further solidified in your community. Consequently, the next time a customer calls to report a loss, you can reply that “yes, that loss is covered.”

Exposure analysis checklists Utica touts the usefulness of the Virtual Risk Consultant’s checklists. Our members are entitled to discount pricing for the robust riskevaluation and coverage resource. IABforME.com/ Discounted_Services

Partners.

You and your clients. You and Harford Mutual. We’re committed to protecting their business and building yours. That’s what mutual success is all about.

Explore P&C insurance opportunities at www.HarfordMutual.com 410.838.4000 / 800.638.3669

Primary Agent | November 2014

Coverage COR N E R

WORKERS’ COMPENSATION AND LATENT OCCUPATIONAL DISEASE CLAIMS Section 301(c)(2) of the Pennsylvania Workers Compensation Act (“Act”) states:

JERRY M. MILTON, CIC Jerry M. Milton, CIC, teaches and consults on industry issues. The legal profession recognizes him as an expert on insurance coverages. He is also the education consultant for IA&B, working with CISR, CIC and continuing education programs.

Spurgeon Landis worked for Alloy Rods Inc. from 1946 until 1992. He, too, was exposed to asbestos throughout his employment and in May 2007 was diagnosed with mesothelioma.

Whenever occupational disease is the basis for compensation, for disability or death under this act, it shall apply only to disability or death resulting from such disease and occurring within three hundred weeks after the last date of employment in an occupation or industry to which he was exposed to hazards of such disease. And provided further, that if the employee’s compensable disability has occurred within such period, his subsequent death as a result of the disease shall likewise be compensable.

In 2008, Tooey, Landis and their spouses (“plaintiffs”) filed tort actions against multiple defendants, including their respective employers (Tooey v. AK Steel Corp., et al). The employers filed motions for summary judgment, alleging the plaintiffs’ causes of action were barred by the exclusivity provision of Section 303(a) of the Act. The plaintiffs responded that the Act, the federal and state constitutions, and precedent court decisions permit a tort action against an employer where a disease falls outside the jurisdiction, scope and coverage of the Act. The trial court agreed with the plaintiffs and denied the employers’ motions for summary judgment.

John Tooey worked for Ferro Engineering as an industrial salesman of asbestos products from 1964 until 1982, during which time he was exposed to asbestos dust. In December 2007, Tooey developed mesothelioma and died less than one year later.

The employers filed an appeal with the Superior Court. The Superior [8]

Court reversed the trial court’s decision, concluding it was bound by its recent decisions in Ranalli v. Rohm & Haas Co. and Sedlacek v. A.O. Smith Corp. In Ranalli, the Superior Court determined that the plaintiff’s injuries, which resulted from his exposure to vinyl chloride and manifested more than 300 weeks after his last employment, were not compensable under the Act. However, this did not render the exclusivity provision of Section 303(a) inapplicable. The plaintiffs then filed an appeal with the Pennsylvania Supreme Court. The plaintiffs argued that an occupational disease which first manifests more than 300 weeks after the last occupational exposure to the hazards of the disease does not fall within the definition of injury set forth in Section 301(c)(2) of the Act. Therefore, the Act does not apply to employees seeking compensation for such diseases and the exclusivity provision of Section 303(a) does not preclude an employee

from seeking recovery for such disease through a common law action against the employer. The employers asserted that Section 303(a) “unequivocally precludes current or former employees from making civil claims for damages against their employers for workrelated injuries, including occupational disease claims.” Additionally, the employers contended that Section 301(c)(2) is a valid statute of repose that serves as a limitation on recovery, rather than a limitation of the Act. The Supreme Court turned to the pertinent language of Section 301(c) (2): “Whenever occupational disease is the basis for compensation, for disability or death under this act, it shall apply only to disability or death resulting from such disease and occurring within three hundred weeks after the last date of employment….”

The Pennsylvania Supreme Court concluded that the term “it” applies to the term “act” and not to “compensation.” Therefore, the exclusivity provision of Section 303(a) does not apply to common law claims made by employees against their employers for occupational diseases which manifest outside of the 300-week period prescribed by Section 301(c)(2). Before this decision, employers in Pennsylvania were protected by the Act’s exclusivity

provision from common law claims by employees even if the disease manifested after 300 weeks. The Workers’ Compensation policy is really the “Workers’ Compensation And Employers’ Liability” policy. Will employers’ liability claims increase in Pennsylvania following this decision? Probably. Will premiums increase? Very likely. Y’all take care!

Lessor’s Risk coverage

in a five-minute phone call.

The plaintiffs contended that the word “it” in the phrase “it shall apply” refers to “this act” and not “compensation.” The employers countered that the term “it” in “it shall apply only to death or disability” refers to “compensation.” Does Section 301(c)(2) limit the Act to 300 weeks, or does it only limit compensation for disease occurring within 300 weeks? That was the question that had to be resolved by the Supreme Court. In reaching their decision, the Supreme Court stated: When construing statutory language, words and phrases shall be construed according to the rules of grammar and according to their common and approved usage. Furthermore, when reviewing issues concerning the Act, we are mindful that the Act is remedial in nature and its purpose is to benefit the workers of the Commonwealth. Thus the Act is to be construed to effectuate its humanitarian objectives, and borderline interpretations are to be construed in the injured party’s favor. [9]

Call. Quote. Bind. Using TAPCO’s courteous and prompt call center, Lessor’s Risk coverage can be quoted, bound and delivered to your e-mail inbox quickly and accurately during one five-minute phone call.

CGL Coverage Available: • Primary Limits up to $3 million Occurrence/Aggregate • $5,000 Medical Payments Coverage • Additional Interests • Excess or Umbrella Limits up to $5 million * Available coverages and markets may vary dependent upon risk characteristics.

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The TAPCO Service Pledge • “A”-rated non-admitted carrier • Competitive pricing • Fast policy turnaround • In-house financing available

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

FEATURED PARTNER Erie Insurance CHIEF EXECUTIVE OFFICER Terry Cavanaugh President and CEO CORPORATE HEADQUARTERS Erie, Pa. A.M. BEST RATING A+ Superior WEBSITE www.erieinsurance.com

t’s the rare individual who is motivated by a genuine desire to help others. And it’s the rare company that puts that principle into practice. At Erie Insurance, we’ve been helping people make things right since 1925, working side-by-side with the best independent agents in the business. Our agents and employees are energized by a clear sense of purpose, performing to the best of their ability, because they know the work they do benefits millions of customers’ families and businesses. It’s part of being Above all in SERVICESM and it’s why we’re so committed to the independent Erie agents who live and work in the communities they serve. On the strength of these relationships, Erie Insurance has risen to become one of the nation’s most respected property/casualty and life insurers.

Today, we’re a Fortune 500 company operating in 11 states and the District of Columbia. Erie has nearly 4.9 million policies in force. We’re the 16th largest property/casualty insurer in the United States, based on total lines net premiums written, and the 11th largest home insurer and 12th largest auto insurer based on direct premiums written. A.M. Best rates Erie Insurance A+ Superior.

perfect service as is humanly possible, and doing so at the lowest possible cost. That same principle guides us today.

We are both proud and humbled to have been consistently recognized for excellence in customer service and to have one of the highest customer retention rates in the industry — more than 90 percent. We’re also one of “Ward’s 50 Top Performers” — the Ward Group’s annual ranking of more than 3,000 insurance companies based upon financial performance.

We still thrive on the Erie family spirit, employees and agents working together as a team for the good of our customers and the communities we serve.

Erie Insurance’s founding principle was to provide its policyholders with as near perfect protection, as near [ 10 ]

We still adhere to disciplined underwriting, fair pricing and a prudent investment philosophy. We still practice the Golden Rule — treating others as we want to be treated.

At our core, we still believe the truth in our founder H.O. Hirt’s words: “Success in business is not a matter of tricks or gimmicks…it is just a matter of simple common sense, mixed with just plain decency.”

Listed below are those companies that strongly support the independent agency system and Insurance Agents & Brokers. Thank you for your continued sponsorship.

WHAT IS IA&B PARTNERS? The IA&B Partners program gives company and allied businesses the opportunity to demonstrate their commitment of support to independent agents and receive maximum market exposure. As an IA&B Partner, you will also realize the benefits of IA&B membership to help you succeed in the insurance industry.

DO YOU SEE YOUR NAME? To become an IA&B Partner, choose the sponsorship package that matches your commitment of support. Contact the Member Sales Center at 800-998-9644, 717-795-9100 or visit us online at IABforME.com to get started.

PLATINUM LEVEL ACUITY Berkley Mid-Atlantic Group Donegal Insurance Group Erie Insurance Group Harleysville Insurance HM Insurance Group Insurance Agents & Brokers Service Group Inc Liberty Mutual Insurance MMG Insurance Company Millers Mutual Group Millville Mutual Insurance Co Mutual Benefit Group Penn National Insurance Swiss Re The Main Street America Group Utica National Insurance Group

BRONZE LEVEL Aegis Security Insurance Co Agency Insurance Company AmWINS Program Underwriters Inc ARI Insurance Companies Auto-Owners Insurance Company Bailey Special Risks Inc Briar Creek Mutual Insurance Company Conemaugh Valley Mutual Insurance Co Countryway Insurance Company Encompass Insurance Foremost Insurance Group GMI Insurance Goodville Mutual Casualty Company Guard Insurance Group Insurance Alliance of Central PA Inc Insurance Placement Facility of PA Keystone Insurers Group Inc Lebanon Valley Insurance Company

GOLD LEVEL

MAPFRE Insurance

Progressive Westfield Insurance

Merchants Insurance Group Mercury Casualty Penn PRIME Municipal Insurance

SILVER LEVEL

Reamstown Mutual Insurance Company

Access Insurance Company American Mining Insurance Co Cumberland Insurance Group Farmers Mutual Insurance Company of Western Pennsylvania Frederick Mutual Insurance Co Juniata Mutual Insurance Co PSBA Insurance Trust Selective The Philadelphia Contributionship [ 11 ]

Rockwood Casualty Insurance State Auto Mutual Insurance Company TAPCO Underwriters Inc The Brethren Mutual Insurance Company The Motorists Insurance Group The Mutual Service Office Inc Travelers Tuscarora Wayne Group of Companies United Fire Group Zenith Insurance

Primary Agent November 2014

Platinum Profile Insurance Agents & Brokers proudly recognizes Penn National Insurance as one of its Platinum Partners. IA&B Platinum Partners dedicate the highest level of sponsorship to our organization. FEATURED PARTNER Penn National Insurance

HEADQUARTERS Harrisburg, Pennsylvania

OUR OPERATING TERRITORY

A.M. BEST RATING A- (Excellent)

enn National Insurance is the regional carrier of choice for more than 800 independent agencies throughout 11 states. We believe that the independent agent provides the absolute best means of distributing insurance products and services, because agents offer the consumer many choices, and the personal attention that helps build relationships and loyal customers. As a mutual company, we are owned by our policyholders. We answer to main street, not Wall Street. We focus our time, attention, and resources on delivering superior financial strength and stability, a comprehensive product portfolio, and most of all, doing whatâ&#x20AC;&#x2122;s right for policyholders. To us, policyholders are much more than insurance consumers. And because of that, all of our business decisions are made with a policyholder-first focus, and

we reinvest all of our corporate earnings and profitability back into the company to serve the needs of providing financial security to all of our policyholder-owners.

Our Strengths A regional property-casualty insurance company serving 11 states with a broad range of commercial and personal insurance products. We employ approximately 850 people in offices in Harrisburg, Pa. (headquarters), and offices thoughout our territory. We have earned Best Places to Work designations in Insurance, IT, Pennsylvania and tow regional programs. A financially strong company with a Financial Strength Rating of A- (Excellent) from the A.M. Best Company. The company wrote $633 million in direct written premiums in 2012, and total assets of $1.45 billion. [ 12 ]

A mutual insurance company, which means that we operate for the benefit of our policyholders. A community-service oriented company known for generous philanthropy, including $3 million to public schools during the last decade. A business partner that sells its products only through local, independent agents, supporting local business growth and stability.

Our Mission We deliver superior property and casualty insurance products and services through independent agents. In doing so, we provide financial security to businesses and individuals that assists them in managing their risk.

My Events NOVEMBER & DECEMBER

Date

Topic

Location

NOVEMBER 2014 4

CISR Commercial Property

Newark, Del.

CPIA—Position for Success

Pittsburgh, Pa.

4-6

P&C Licensing Study Course

Mechanicsburg, Pa.

CISR Agency Operations

Hagerstown, Md.

CPIA—Implement for Success

Pittsburgh, Pa.

CPIA—Sustain Success

Pittsburgh, Pa.

NEW! Pennsylvania Auto Coverages Seminar

Mechanicsburg, Pa.

E&O Risk Management

Dover, Del.

11-13

P&C Licensing Study Course

Lehigh Valley, Pa.

NEW! Pennsylvania Auto Coverages Seminar

Philadelphia, Pa.

William T. Hold—3 Cs: Comp, Crime & Cyber

Lehigh Valley, Pa.

12-13

James K. Ruble Graduate Seminar

Lancaster, Pa.

NEW! Pennsylvania Auto Coverages Seminar

Pittsburgh, Pa.

CISR Commercial Casualty I

Wilkes-Barre, Pa.

CISR Personal Auto

Altoona, Pa.

Insuring Contractors Seminar

Annapolis, Md.

CISR Commercial Casualty II

Pittsburgh, Pa.

William T. Hold—Dealing with Disasters

Mechanicsburg, Pa.

E&O Risk Management

Pittsburgh, Pa.

Insuring Contractors Seminar

Dewey Beach, Del.

NEW! Pennsylvania Auto Coverages Seminar

Allentown, Pa.

William T. Hold—3 Cs: Comp, Crime & Cyber

Pittsburgh, Pa.

William T. Hold—Dealing with Disasters

Reading, Pa.

DECEMBER 2014 2

CISR Personal Lines Miscellaneous

Mechanicsburg, Pa.

2-4

P&C Licensing Study Course

Pittsburgh, Pa.

William T. Hold—Dealing with Disasters

Lancaster, Pa.

3-6

CIC Commercial Casualty Institute

Philadelphia, Pa.

CISR Elements of Risk Management

Philadelphia, Pa.

CISR Personal Residential

Salisbury, Md. [ 13 ]

HUMAN RESOURCES

Hiring quality producers 5 challenging yet proven steps

A simple and obvious solution to many, likely most, agenciesâ&#x20AC;&#x2122; growth issues is to hire a quality producer. But as proven by the 70-80 percent failure rate, the solution is much easier said than done.

[ 14 ]

Primary Agent | November 2014

iring quality producers is not as hard as it often seems if agencies follow these five rules – rules that are not theory based but instead are based on my clients’ actual, repeatable success.

1. Identify the dead wood. Quality producers do not want to work with a bunch of retired-inplace producers and owners clipping coupons. Just think about it from their perspective. Can you see a really good producer saying, “I can’t wait to get to work to sell lots of insurance while all my coworkers sit around not making any sales! What an invigorating place! The competition is energizing! Even better, I am making all the sales while the owners rest on their renewals. I just love making everyone else rich!” Good producers want to work in agencies where everyone is pulling their own weight, where other producers are good and generate competition. Good producers want to work in an agency that is growing. Agencies supporting dead wood don’t grow. ————————————————————————————————

Building a sales culture with deadwood producers is like attempting to build a house with twigs as the foundation. ————————————————————————————————

2. Create a real sales culture. To create a sales culture, first eliminate the dead wood. While hiring quality producers is easier said than done, firing dead wood or invigorating them is even more difficult to do for most agency owners. One way or another, the agency owner has to make a decision to build the agency – or to employ people who do not do their job. Firing people is rarely easy but for what it is worth, I have never seen a producer fired who did not benefit by the firing. To the best of my knowledge, they have all found a better job that better fits their personalities, thereby reducing stress and increasing happiness. I have even seen many return to the agency and thank the owner for firing them because they knew they needed to leave but they did not have the inner strength to leave. If an agency owner cannot fire deadwood, he or she cannot build a true sales culture. Building a sales culture with deadwood producers is like attempting to build a house with twigs as the foundation. A real sales culture is based on accountability. The producers not only have to make sales, but more importantly, they are held accountable for all the activities that eventually lead to sales. In this manner, the sales culture is built and managed daily rather than just measured once a month or more honestly as usually happens, annually. Try it! You’ll like it! [ 15 ]

Being a leader — a decision maker who does what is right for the agency rather than making the emotionally easy answer — is what really makes the difference in finding and hiring quality producers.

HUMAN RESOURCES 3. Test. The best test for producers is the SPQ Gold test from Behavioral Sciences (SalesCallReluctance. com). This test is good on many levels, but what has been interesting to me is the fear and apprehension that flashes across the face of so many agency owners when I describe the test. They know they would “fail” the test. They are then caught in a bind, an important emotional bind. They have to hire someone that is better than they are at selling. One of the key secrets to why producers fail 70-80 percent of the time is that a large proportion of agency owners are not good producers, and those who are not good producers typically do

not like to hire good producers. Good producers are intimidating and ego busting. Good producers can even be grating. My clients who successfully climb this emotional mountain always do so using the same technique. They separate their emotions from what is best for the agency. Again, easier said than done and likely impossible to do on one’s own. A support system is likely required. Asking for help is actually key to successfully hiring producers. Asking for help is a sign of strength, not a weakness.

4. Owners are not involved in any initial interviews. When agencies advertise for producers, they list all the desired qualities. However, I have never seen an advertisement that lists

the most important quality to owners: that the producer is a “good guy” or a “good girl.” That quality is a huge reason so many producers fail. Do you want a producer who is a good guy and can’t sell, or a producer that may or may not be a good guy but can sell? Owners have a tendency to fall in love with every producer they interview, so stay out of it. Let just about anyone else do the initial interviews.

5. Develop and manage. Notice that the first four steps do not involve planning or contracts or training or anything else? If you just follow the first four steps, your odds of successfully hiring a quality producer will increase dramatically. continued on page 18

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HUMAN RESOURCES continued from page 16 capable of taking these steps, and many are not emotionally capable of delegating these steps either. The pain of delegating the hiring to people who are better equipped to hire successfully is often the most painful part of the solution.

If you want to maximize your odds of success, do create clear producer development and management plans. These are two different plans. Considerable detail is required. If you’ve never done this previously, these plans are nearly impossible to create on your own. Hire producer development and training specialists.

Conclusion Once these five steps are in place, the search can begin. Don’t begin the search first. These are not easy steps. Frankly, 7.5X4.625 most agency owners are not General JGS Umbrella Program ad capable of steps 1, 2, 4 or 5 combined. Many agency owners simply are not emotionally

Delegation feels like abdication of personal responsibilities. Yet delegation is really leadership. Being a leader, and a leader is the decision maker who does what is right for the agency rather than making the emotionally easy answer for the owner, is what really makes the difference in finding and hiring quality producers.

Chris Burand is president of Burand & Associates, LLC, an insurance agency consulting firm. Readers may contact Chris at 719-485-3868 or chris@burand-associates.com. NOTE: None of the materials in this article should be construed as offering legal advice, and the specific advice of legal counsel is recommended before acting on any matter discussed in this article. Regulated individuals/entities should also ensure that they comply with all applicable laws, rules and regulations.

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HUMAN RESOURCES

10 steps to new producer success Agencies need a detailed plan when bringing on new producers. If you train new producers well, they can perform at their best in providing revenue and accounts for your agency. Read on to learn the 10 key steps for hiring and training producers.

[ 20 ]

Primary Agent | November 2014

Start with quality Behavioral testing should be the initial screening tool for every new producer candidate. Caliper, Omnia and DISC all have a proven track record. DISC can be used as a selection tool and later used as a management tool should the candidate be hired. Also test the individual who will mentor the new producer. Then compare the results to determine if the two are a good fit.

Use a thorough interview process Enlist multiple interviewers. Don’t allow the candidate to interview you. Ask both “can do” (Does the candidate have the skill set to do the job?) and “will do” (Is the candidate motivated to do the job?) questions. Analyze your own interviewing skills and seek training, or involve a professional if need be.

Employee assessment Profiling services assist with smart, objective and economical decision making about personnel. IA&B has partnered with several assessment vendors to provide discounted rates.

IABforME.com/ hiring_managing/profiling

Improve the odds of making a successful hire by developing a pool of candidates – and walk away from any who are not a good fit for your agency. Be prepared to act quickly if the opportunity to snag that textbook candidate should surface unexpectedly. Increase producer success by recruiting from the field. For example, hire a former contractor to pursue the contractor market.

Be prepared Newbies need lots of structure in the months following their hires. Creating this structure takes time and planning, but the payoff far exceeds the effort. Provide the new producer with a written training curriculum before he or she joins the agency. This document or Excel spreadsheet should identify each training need to be addressed, the source of the training and the date the training is to be completed.

Include technical training and sales training Insurance great John Savage used to say, “Technical skills only account for about 5 percent of my success. The other 95 percent is people skills. But you’ve got to have 100 percent of the 95 percent.” It’s a given that a new producer must have the necessary insurance knowledge to function in the business. But a producer is not paid for what he knows, he’s paid for what he does. And this takes sales skills. Consider the National Underwriter’s CLCS self-study program for training in commercial coverages. A.M. Best’s underwriting guides are a great resource for new producers. The National Alliance’s Dynamics of Selling seminar is hands down the best in the industry for sales training.

Review compensation plans with new producers Few new producers understand how they are paid, and this can be disastrous. There should be no surprises when the producer fails to qualify for the bonus or falls short of the amount needed to validate salary. Regularly review the compensation plan with the producer. New producers need an initial income that meets their expenses, and they

[ 21 ]

Sales & marketing training CPIA Insurance Success seminars enhance the sales techniques needed to convert prospects into customers. The courses teach how to generate qualified leads that translate into more sales.

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HUMAN RESOURCES

need that income as long as it takes to establish their books of business. A compensation plan that gradually reduces subsidy will encourage failing producers to “self eliminate.”

Provide close supervision Help the new producer establish good work habits with daily contact – even if it’s just a cup of coffee each morning. New producers should stay out of the office during business hours. That time is reserved for prospecting and selling. Establish high expectations: 10- to 12-hour days, five and a half days per week. Young producers have tremendous energy, and you can show them how to use it. After all, you have given this producer a wonderful opportunity to build a business with no financial investment.

Provide a sales manager If the agency can’t support a full-time sales manager for the new producer, identify someone as acting sales manager for the new producer. This could be an agency owner, an experienced producer or even an outside consultant. The manager will hold the producer accountable for meeting prospecting goals, conduct role-playing sales scenarios and accompany the producer on sales calls. New producers need lots of feedback and positive reinforcement.

Immediately establish prospecting goals Producers who are fast out of the gate are fast in the stretch. If the new producer consistently misses prospecting goals,

the writing is on the wall: No prospects, no sales. Demand that prospecting goals are met.

Discourage new producers from practice quoting Besides wasting valuable time on the part of agency and company personnel, failing to close sales is demoralizing to the new producer. Producers, new and experienced, should focus on quoting accounts where they have a legitimate opportunity of closing sales.

Hire slow, fire fast Becoming a new producer is a life-changing decision that affects everyone in his or her life. The decision to hire a new producer affects everyone in the agency and the prospects and clients he or she encounters. A lot is at stake for all parties. The new producer deserves the best chance possible of becoming successful in our business. Effective training, supervision and agency support are critical. The agency is entitled to the new producer’s commitment of time and energy required to begin building a book of business.

Kenneth L. Fields MSM, CLU, ChFC, CPCU, CIC, authored this article. Co-developer of the award-winning PaceSetter Sales Development Program, Ken and his business partner have worked closely with more than 1,600 new property-casualty agents over the past 18 years. Each agent was held strictly accountable for the pursuit of specific prospecting and sales objectives during a rigorous year-long effort.

[ 22 ]

In an industry where as few as one in three new agents survive their second year in the business, Ken’s documented success rate is nearly 70 percent, and these fledgling producers have written an impressive $400 million in new premium! This hands-on experience uniquely qualifies Ken to address the issues of recruiting, training and managing new property-casualty agents. His expertise comes not from the classroom, but from dayto-day interaction with hundreds of new agents during the formative phase of their insurance career. Ken is a member of the CIC National Faculty and regularly teaches CIC and Ruble seminars.

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AGENCY MANAGEMENT

Catch the WAHVE Staffing support service makes a splash

Primary Agent | November 2014

hether you need short-term help or longer term assistance, our latest endorsed service, WAHVE, may have the answer to your dilemma. WAHVE reps oversee a pool of hundreds of insurance staff from a variety of backgrounds, simplifying their ability to match a staffer with your individual needs. Yes, the staff works remotely over a secure connection. And if you’re not sure that’s for you, you wouldn’t be the first hesitant agency to be turned into a believer after using the service….

WAHVE by the numbers w 1 in 10 agencies uses WAHVE for short-term projects w 9 in 10 agencies use WAHVE for long-term assignments

w 10 out of 10 agencies rate the service as excellent or very good

What works with WAHVE

w The setup fee is completely waived for all IA&B member accounts opened through Dec. 31, 2014. The discount is 50 percent after that.

Common back-office support activities completed by wahves include (but are not limited to!):

Agencies can use “wahves” (as the workers are called) for many different functions, some needing a license, some not. That’s all part of the discussion. From customer service to accounting, to back-office, nothing is off the table. (See the sidebar for common WAHVE work.)

w Preparation of new and renewal

WAHVE in action

w Policy checking

w 1 in 3 agencies is a repeat WAHVE customer

Fran Shaw, managing partner and COO of Miller’s Insurance Agency in Downington, Pa., called WAHVE to address a backlog of renewal reviews. Her wahve, who worked full time for Shaw remotely from the Carolinas for a year, was a retiree with experience working with some of the same carriers with which Miller’s was appointed, making the transition even smoother.

business applications

w Quoting and proposal preparation w Loss run ordering and analysis

w Premium audits w Certificates issuance w Change requests and

endorsements

“The beauty of WAHVE is that I didn’t have to do any interviewing or testing, “shared Shaw. “It takes away the need to hunt for people with experience.”

w Indexing of scanned documents

Shaw appreciated the ease of finding an experienced staffer and expects that, like many WAHVE customers, she may use the service again.

w Excess and surplus lines filings

“Can this work? Yes, it can,” she said.

Learn more, including how to access your setup fee waiver, by visiting IABforME.com/WAHVE.

[ 25 ]

w Claims support

w Accounting and finance

TRAINING & EDUCATION

CISR Elite â&#x20AC;&#x201D; new status symbol for CSRs Top off your CSR education with the crowning achievement of CISR Elite

[[ 26 26 ]]

Primary Agent | November 2014

ince its introduction in the late ‘80s, the Certified Insurance Service Representative (CISR) designation has signified a commitment to excellence – a commitment to continuing education, to customer service, to the industry. While the prestige of the designation has endured, the National Alliance, which administers the program, recently unveiled a new way for insurance professionals to distinguish themselves: the CISR Elite designation.

Who Overachievers, unite! The CISR Elite designation is for those who want to go above and beyond and to distinguish themselves. If you’ve earned the CISR designation, you’re already over half way toward your CISR Elite.

How Expand your horizons. The CISR designation requires you to complete five of nine course offerings – and pass corresponding exams. To earn the CISR Elite, simply take the additional four courses and tests. (See sidebar.)

Course offerings The National Alliance restructured the CISR Program last year, expanding the course offerings to nine – three dedicated to commercial lines, three to personal lines, and three to related topics.

When

w Agency Operations

Beat the clock. You have three years to complete the CISR designation and then an additional three years to earn the CISR Elite. IA&B offers eight of the nine courses in classroom settings throughout the year and across our tri-state footprint. The ninth course is available online. (See sidebar.)

w Commercial Casualty I w Commercial Casualty II w Elements of Risk Management w Insuring Commercial Property

Why It’s a win-win. Do it for yourself – to gain a deeper understanding of all facets of the industry, to increase your earning power, to earn the respect of customers and colleagues. And do it for your agency: Additional education leads to decreased E&O exposure, better customer service and greater cross-selling potential.

Editor’s note: Learn more at IABforME.com/CISRElite.

w Life & Health Essentials* w Personal Auto w Personal Lines – Miscellaneous w Personal Residential Find and register for classes by visiting IABforME.com/CISRElite. * Currently available online only.

[ 27 ]

For me, IA&B classes create professional learning and sharp employees. Sherie Lake President Lake Insurance Inc. McConnellsburg, PA

MY Training IA&B provides award-winning continuing education and specialized training programs that are based on agent feedback and tailored to your needs. Explore your professional development options at IABforME.com/education.

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SALES AGENT/PRODUCER Community Insurance, a thriving independent insurance agency in Lancaster, Pa. is seeking a motivated sales agent. Ideal for a newly licensed agent looking to take that next step or a seasoned producer seeking the most competitive markets in the industry. Bring your P&C and/or Life & Health talents to a proven industry leader. Forward resume and cover letter to: Tom@CommunitySure.com If you would like to place a Classified Advertisement, simply fax your ad on company letterhead to 717-795-8347, and we will take care of the rest.

Ad Index ARI Insurance Company . . . . . . . . . 17 Coastal Agents Alliance . . . . . . . . . . 22 Donegal Insurance Group . . . . . . . IFC Guard Insurance Group . . . . . . . . . . 16 Harford Mutual Insurance Group . . . 7 Harleysville Insurance . . . . . . . . . . . 23 IA&B . . . . . . . . . . . . . . . . . . . . . . . . . 28 IA&B Partners Program . . . . . . . . . . 11 Interstate Insurance Mngmnt. . . . OBC MAPFRE Insurance . . . . . . . . . . . . . . 19 Preferred Property Program . . . . . . 18 TAPCO Underwriters Inc . . . . . . . . . . 9

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Google Play:

Learn more: Pushover.net ________________________________________________________________

The “C’mon, get appy” column aims to uncover apps that can benefit you at the office and, in some cases, at home as well. Submit suggestions to IAB@IABforME.com, subject line: Primary Agent submission.

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