Page 18 - June2017

great producers also lead with excitement and emotion. an advanced set of validated expectations, while the new
Give your salesperson the heart fuel they need to get their employee receives a detailed breakdown of most critical
engines revving early, and keep it going to make sure they elements of the job. e
accelerate into the future. Giving a new salesperson an
assignment to research and articulate your agency’s value Sustain the enthusiasm. Providing encouragement and
proposition is an excellent, self-paced task for not only observations immediately will set the pattern for future
acquiring the necessary perspectives on operations, but feedback discussions. After that, hiring is an investment
also engaging with multiple internal resources. The process that requires attention. Set up time each week to meet with
builds relationships across the agency, giving the new the new recruit - you may have them accompany you to
hire access to a range of valid perspectives on what drives client visits or meetings, but that’s no substitute for one-on-
agency success. one time.

Gauge existing knowledge and skill level. Next comes Try meeting every Monday for 20 minutes to set the week’s
a big challenge: accurately understanding the new objectives, and again on Thursdays to review progress.
employee’s knowledge, skills and competencies. While Ask questions and encourage the new hire to share their
professional designations and certifications are decent observations and perceived challenges. Part of creating
indicators of previously acquired professional knowledge, an open dialogue is avoiding judgement. Listen and offer
how the employee has used and leveraged their knowledge suggestions—jumping to conclusions early in the process
and skills in prior jobs can also be influenced by the doesn’t do any good.
environment of their prior agency.
As a new producer’s onboarding moves past the
For example, was your new recruit the lead resource initial phase and into the regular execution of their
or subject expert for certain topics, or was their role responsibilities, transitioning into ongoing development
supporting the lead resource? Can they cite contextual marks the handoff between the agency’s onboarding track
examples or stories of how they applied their expertise to and the company’s performance management process.
provide advice to a client? How complex were some of New hires often sense a strong drop-off in coaching and
their account or clients? feedback after demonstrating core performance over their
initial three months with an agency - a transition gap
Engage in open and positive discussion about the use with many negative consequences, considering most new
and application of a new salesperson’s knowledge and employees are still adjusting into an agency during their
skills at their previous agency. Don’t interrogate or give first year of employment.
the impression that you are disappointed in what they
tell you - very few new hires will share the exact skills At most agencies, full orientation to a book of business
and competencies of the most proficient of your existing happens over the 12-month renewal cycle. Regardless of
staff. Most will be anxious to get involved and contribute account similarities, the full profile of accounts and the
as quickly as possible, but your agency’s accounts may multitude of relationships involved with both clients and
have other complexities, internal workflows and decision- carriers is not complete until the producer has handled all
making processes to which they must adjust. renewals. And in addition to the account work, the new
employee is still building cross-departmental relationships
Compare and contrast. As you compile a summary of and skillsets during that first year.
the new hire’s knowledge and skills through ongoing
discussions and interactions over their first weeks, you Even with solid introductions to all resources and experts
should also compare that summary with known job at the beginning, a relationship isn’t strong until a new
requirements. Most should already be codified in job employee regularly works with others to solve issues at
descriptions, but your active engagement with the new hand. Once these relationships actualize, your new hire
hire will likely generate important customized knowledge will achieve significantly higher job productivity - as well
and skills that will flesh out the original job description. as job satisfaction.
For example, the role may have unique elements related
to the type of accounts or territory the new hire will With this combination, clients get better service, the new
be responsible for. Ultimately, the two-step process of salesperson gains confidence and feels appreciated, and
compiling detailed knowledge and skills, then cross- the agency team becomes stronger and more effective.
referencing those elements to exact job needs, will serve
both the new hire and manager well. The manager obtains Bill Harwood is co-founder and managing partner of New
Level Partners, LLC, a learning and development company
specializing in insurance.

Good producers have a clear understanding of insurance
coverage and sales tactics; great producers also lead with

excitement and emotion. Give your salesperson the heart

fuel they need to get their engines revving early, and keep

it going to make sure they accelerate into the future.

18 insight june 2017