2010 Policyowner Service Seminar & Contact Center Workshop Program
Wednesday, September 15, 2010
Continental Breakfast and Registration
Opening Comments and General Session
Serve with Verve! Make an Impression
Steve Curtin, Customer Enthusiast!
The great majority of customers quit doing business with a company because of
perceived indifference towards them as customers. It's not that customer service is
especially bad. The issue is that it's indifferent—typical, usual, ordinary, routine... Why is
Curtin believes it has everything to do with employees' misunderstanding about their job
roles combined with the uncommunicated expectations of their customers and
Join our opening keynote address where Curtin will specify the causes of employee
indifference and will outline a set of behaviors that, when demonstrated by employees,
will make a positive impression on the customers they serve!
Steve Curtin has 20 years of experience between hotel operations, sales and marketing,
training and development, and customer service roles working for Marriott International.
As the Area Director of Training for the New York City market, Curtain successfully
coordinated corporate-wide training initiatives. While at the NY Marriott Marquis, he
worked to implement training that resulted in dramatic increases in employee and
customer satisfaction scores. One such initiative titled The Basics was adapted from the
Ritz-Carlton Gold Standards in 1998 and branded by Marriott headquarters to become a
company-wide initiative involving more than 3,000 hotels.
Interactive Discussions – Session 1 (Select one)
1.1 Responding to Policyowner Requests (POS)
Policyowner requests may be considered the primary focus of policyowner service areas
in an insurance company. Our discussion is designed to expand your processing
knowledge on issues such as:
• Who can request a beneficiary, address or other change?
• What policy changes can be made over the phone vs. in writing?
• When should we use forms instead of letters?
• How to handle premium history requests.
• Signature capture and the use of electronic signatures.
• The ins and outs of e-mail processing.
Attendees may also discuss collateral assignments, divorce procedures, Internet-based
processing, and other topics pertaining to policyowner requests.
1.2 Managing and Measuring the Metrics (CC)
Few topics generate more controversy and differing points-of-view among contact center
management than metrics. Join this session to discuss:
• How your company measures and manages to the metrics.
• The metrics you rely upon most.
• How you blend traditional phone channel metrics with customer satisfaction and
Come discuss the issues and learn how to link center performance with company
strategic initiatives. We’ll look at how various companies close the service gap and
leverage service differentiation as a competitive advantage.
1.3 Home Based Agents – Selecting and Managing the Virtual Worker (POS & CC)
With the proliferation of technology combined with the desire to retain a qualified staff,
the practice of telecommuting – home-based agents or simply working from home – is
on the rise. Topics to be discussed include:
• Attributes to consider to ensure hiring an effective virtual worker.
• Productivity, and practices to increase productivity.
• Cost effectiveness of the virtual worker.
Participants in this session will discuss why and how telecommuting is employed in their
organization. What are some of the technology challenges you face or have overcome to
implement this initiative? Is it cost effective? You will learn how other companies are
succeeding with this practice while discovering the pitfalls to avoid.
11:45 A.M.–1:00 P.M.
Lunch Provided for Conference Attendees
Presentation Sessions – Session 2 (Select one)
2.1 You’ve Got Mail! One Company’s Solution to Solving the Growth of E-mail in
the Contact Center
Maggie Hallowell, Manager, Customer Operations, Lincoln Financial Group
Lincoln Financial recently implemented e-mail routing to its call center and has the
capability to route e-mails to agents’ desktops based on service levels of calls and e-
mails. For example, if e-mail turnaround times are outside their service levels and
phones calls are within service levels, the technology will route e-mails to agents for
Attend this session to learn how to integrate e-mail into the contact center while
maintaining service standards.
2.2 Using Best-in-Class Customer Service to Improve Customer Retention
Jordan Kuperschmid, Managing Director, Financial Services, Navigant Consulting, Inc.
Too often companies focus on customer retention only when the customer has decided
to leave – too late in the game to have any impact. With customer loyalty eroding by the
day, one sure way to improve customer retention and increase market share is to
develop a best-in-class customer service strategy.
Join professionals from Navigant Consulting’s Financial Services team to learn how to
use quality customer service to your advantage in the retention game. We’ll cover:
• Developing the business case to invest in customer service NOW.
• Recent trends – and what they mean.
• Best practices from top life insurers.
Presentation/Interactive Discussions – Session 3 (Select one)
3.1 Presentation – Revolutionizing Your Corporate Communications:
Words Don’t Just Convey Meaning, They Also Pack an Emotional Punch! (CC)
Dr. Valerie A. Bram, Director, T2 (UK) Ltd.
Psycho-Linguistics involves the use of language to shape people's perceptions. It is
about managing not only the content of messages, but also people’s emotional reactions
The reputation of a company, its relationship with its customers, and, ultimately, its
performance and profitability depend on customer perceptions. These are influenced as
much – if not more – by communication with customers as they are by sales and
For the past 20 years Bram has been heavily involved in psycho-linguistics for both the
public and private sectors, including projects in banking and financial services. She will
teach attendees about the powerful roles that language and psycho-linguistics play in
promoting better corporate communications and ultimately boosting the bottom line.
3.2 Interactive Discussion – Service Time Measurement and Managing to
Measuring productivity and service turnaround times is the first step in managing to
standards. Attendees will be able to discuss:
• How their company measures productivity, and why.
• Steps taken to change a specific process to improve productivity.
• Transactions measured and how often service times are reported to whom.
• Service time standards.
• Additional topics of concern to you.
3.3 Interactive Discussion – The Good, the Bad, and the Unmanageable:
Managing Difficult Employees While Rewarding Outstanding Performers (POS &
While most employees may be considered good or better performers, much of a
manager's time is spent with difficult or unmanageable staff. However, managers still
need to focus on nurturing growth of all staff members. Attendees in this session should
be prepared to share insight on how to:
• Manage problem employees while keeping your stars motivated.
• Move the average employee to star status.
• Motivate for performance through non-monetary rewards.
Attendees should also be prepared to discuss how they develop trust in leadership while
dispelling false rumors and guiding staff members through changes in the organization.
Interactive Discussions – Session 4 (Select one)
4.1 Best Practices in Call Center Management (CC)
Best practices may be defined as those practices which allow an organization to achieve
the best possible results. Most successful call centers follow a set of practices that
maximize productivity, customer loyalty and employee satisfaction. Attendees of this
session should be prepared to discuss their call center’s best practices on topics such
• Online self-service capabilities.
• High priority processing within the call center.
• Contact centers that service more than one product.
• Call center structure: do the reps only take calls and leave all processing to other
areas, or do they do some processing as a result of the calls they receive?
• Employee engagement and preventing burnout.
Attendees may raise additional topics for discussion.
4.2 Staff Development and Training (POS & CC)
Training in insurance expertise and customer service skills are vital for the success of
both individual employees and the organization. Attendees in this session should be
prepared to share:
• Training methods and programs that are most successful in their organization.
• Onboarding and orientation programs.
• Use of technology in training.
The session will cover motivational tools, performance appraisals, and team-based
performance standards employed in their company to fully develop their personnel. We
will also see an overview of LOMA’s new online courses that teach the foundations of
insurance principles, products, and operations in an entirely new way.
4.3 New Business Processing – Quality, Processes and Speed (POS)
The best way to ensure your success is to stay current with new business issues.
Discussions in this session will focus on:
• Electronic submission of applications.
• Auditing processes and procedures.
• Policy delivery receipts and amendments.
• Quality monitoring, review, and improvement.
• Technologies and methods employed in your company that may speed
underwriting and issuance while lowering costs.
Attendees will have the opportunity to share and learn about insight on job re-
engineering, organization and structure of new business and underwriting units and the
latest developments on tele-underwriting and suitability.
Reception for all conference attendees. Your guest is welcome to join you.
Thursday, September 16, 2010
PEAK Customer Service Center Performance: Management Matters
Stephen E. Murphy, FLMI, CLU, ChFC, Senior Consultant, Robert E. Nolan Company
Consistently superior performance by contact center representatives is difficult to
achieve, even in good economic times. In the current economic environment, operations
managers are asked to do even more with less while elevating customer service to a
Your frontline managers are the key to obtaining this best-in-class contact center
performance. Murphy will discuss his view on:
• The five areas of daily management focus that are the key to sustained service
• How to identify effective front-line leaders.
• The operational infrastructure elements that form the foundation for consistent
Steve Murphy, an expert in service delivery and workforce management, has extensive
experience in operations improvement, call center management, and continuous quality
improvement in the financial services industry.
Interactive Discussions – Session 5 (Select one)
5.1 Customer Self-Service – Online Solutions (POS)
Although the Internet has proven to be an effective way to conduct business, there are
many lessons to be learned about how to use it in the most efficient manner. Join us,
and give us your input on:
• Tools impacting the way companies serve the policy holder.
• Communication and support with the agents and producers.
• Growing use of online tools and practices to increase adoption rates.
We’ll also discuss online privacy issues, e-mail policies, methods of response to
customer inquiries, and how to improve your online service.
5.2 Improving Morale and Preventing Employee Burnout (CC & POS)
The stress often associated with a call center representative’s job can eventually lead to
high turnover. Come to this session to share ideas on:
• Improving staff morale.
• Preventing burnout.
• Establishing incentives and providing a career path for your reps.
• Preparing and training staff for the new skills and performance standards
expected in the contact center of today.
Come and discuss how to maintain morale during mergers and downsizing in the current
5.3 Handling the Irate Caller and Complaint Resolution (CC)
Not all calls to a call center are routine. Some callers are rude, angry and difficult to deal
with. Complaints are common, and center representatives have to deal with them.
Attendees of this session will be asked to describe how their organizations handle the
angry or difficult caller and their procedures for handling complaints.
Interactive Discussions – Session 6 (Select one)
6.1 Call Monitoring and Coaching for Success (CC)
Ongoing success depends on more than a one-time event. True success requires the
constant monitoring, training and coaching of your staff to build and maintain a
successful contact center. Come share your thoughts on:
• The role a contact monitoring program plays in their overall contact center
• Innovative ways to develop staff through various coaching and training methods.
• Insight on the technologies and techniques their organizations use to monitor and
record phone calls.
6.2 Straight Through Processing, Electronic Application, and Workflow and
Straight through processing, or end-to-end processing, is a means of enabling faster
turnaround time by automating the processes with electronic applications and the use of
workflow and imaging. This session will review:
• The use of electronic applications systems in place in your companies.
• Benefits and challenges of implementing an electronic application.
• Maintaining a workflow image center.
• Processes and practices to image the documents.
• Imaging documents and retention of original documents.
Representatives of companies considering these solutions or those which have
implemented such solutions are encouraged to attend.
6.3 Conservation and Retention in the New Economy (CC &POS)
In this session participants are encouraged to share their experience on:
• Changes in volume in lapses or surrenders in the recent and current economic
• Opportunities to educate the policyholder.
• Successful strategies to mitigate or minimize the lapses or surrenders in any
Discussions may also focus on when conservation efforts should be initiated, the steps
taken, how long a policy must stay in force to be considered retained, as well as the
rewards given to employees for conserving the business.