Download - Final project 3
The HartfordAND THE CLAIM LEADERSHIP MODEL
Heidi Lewin – EDUC 6105 Orgs,
Innovation & Change
(Landseer, 1851)
History of the Company-Early beginningsMay 10, 1810
(Firetruck, 1901) (Nathaniel Terry,Portrait n.c.). (Great Fire of 1835, n.d), (Landseer, 1851), (Morse, n.d.)
History of the Company-Famous Insureds
(Abraham Lincoln House, n.d.), (Abraham Lincoln, n.d.), (Babe Ruth, n.d.), (Lee House, n.d.), (Buffalo Bill, n.d.), (Timmons, n.d.),
History of the Company-Major projects
(Golden Gate Construction, n.d.), (Golden Gate,, n.d.), (Hover Dam Construction, n.d.), (Hover Dam, n.d.)
History of the Company - Present Day
(The Hartford [HIG], n.d.), (AARP Logo, n.d.), (US Paralympics and The Hartford, n.d.), (Larry The Stag, 2010)
Comm.
Markets
Talcott
Resolution
Mutual
Funds
HIMCO
FinancialLaw
Consumer
MarketsFinance
Human
Resources
Enterprise
Risk Mgmt
Claim Services
Field Ops
Spec. Invest.
Work Comp
Auto
Gen. Liability
Property
Claims Legal
Property &
Marine
Chief
Underwriter
Actuary Comm
Markets
Actuary
Reserving
GB Cla ims
Large Loss
HHI
Practices
Field Cla ims
CEO
Middle Market
Chief Cla im
Officer
Group Benefi ts
Sa les &
Dis tribtuion
Select
Customer
CEO
Comm. Markets
Talcott Resolution
Mutual Funds
HIMCO Financial
LawConsumer Markets
FinanceHuman
ResourcesEnterprise Risk Mgmt
Middle Market
GB Claims
Chief Claim Officer
Large Loss Spec. Invest.
Group Benefits
Field Claims Work Comp
Sales & Distribution
HHI Auto
Select Customer
Practices Gen. Liability
Property & Marine
Property
Chief Underwriter
Claims Legal
Actuary Comm Markets
Claim Services
Actuary Reserving
Field Ops
The Hartford Culture
Pre-Remote Worker Program
• Top-Down decision making process
• Reactionary Change
• Northeast culture and viewpoints
• Out of touch
Post-Remote Worker Program
• Collaborative decision making
process
• Proactive Change
• Viewpoints and cultures from country wide
• Engaged Leadership team (The Hartford, 2013)
• Why• Transactional vs. Transformational Leadership
• Improvement in the 3 business metrics
• File Quality
• Customer Service
• Work Environment
• Daily activity breakdown for front line leaders
• 85% of their time performing process driven work
• 7-10% coaching
• 5-8% of their time doing team administrative work
• Front line leaders were not empowered to lead their teams
• Who?• Claim staff from all lines of business
• How?• Change Process
• Post Implementation guidelines
The Claims Leadership Model-CLM
(D. Carrow, personal communication, November 13, 2013)
The CLM Process - Assessment and
Planning
• Initial Survey with McKinsey & Company
• Process and Time studies using Six Sigma studies
• Project managers traveled to TD Ameritrade to observe the
Lean Management System
• Outcomes
(D. Carrow, personal communication, November 13, 2013)
The CLM - Change
• Front line supervisors focus shift
• Employee facing activities vs. All Quality file reviews
• Daily team huddles
• Benchmark performance reviews on a team level
• Weekly department huddles
• New daily activity breakdown for front line leaders
• 50% Employee facing activities
• 30% File level activities
• 20% team oversight and professional development(D. Carrow, personal communication, November 13, 2013)
The CLM - Resistance
Front Line Supervisors
• Time management
• Flavor of the month
• Performance level decline
• Pay for performance culture
Claim staff
• Waste of time-time management issues
• Intrusive
• Uncomfortable with a less structured performance assessment
(R. Garcia, personal communication, November 15, 2013)
The CLM - Implementation
• Training for front line supervisors
• Need for the model
• Increased business metrics
• Proper way to conduct employee facing activities
• Use of daily huddles
• How to provide appropriate feedback
• Identify those employees with a high performance level
• Communication-key to implementation. (E. Bounds, R. Guillermo, M. Drescher, & V. Mayorga, personal communication, November 20, 2013)
The CLM - Post Implementation
• Huddle guidelines established
• Feedback forms to document employee facing activities
• Leadership blog
• Handout for claim staff outlining the new model
(D. Carrow, personal communication, November 13, 2013)
The CLM – Success Story
All three core business metrics saw an increase
• Overall File Quality - 78% to 85% standard files
• Customer Loyalty – 82% to 87% satisfied
• Work environment – 91% of claim employees would rather
work for the Hartford than for anyone else. (D. Carrow, personal communication, November 13, 2013)
Reflections
What went well
• Planning
• Research
• Implementation
• Communication to front line supervisors
• Follow up
Area for improvement
• Claim representative communication and anticipation of
resistance.
Reflections
The change process incorporated many factors presented by
Dr. Bligh
• Created a sense of urgency
• Communicated the rational for the change
• Identified likely resistors
• Created small wins
• Identified Structural obstacles
Visionary vs. Reactionary(Laureate Education, n.d.)
References
AARP Logo [Computer graphic]. (n.d.). Retrieved from bhpmss.org
Abe Lincoln Illinois Home [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781464486.aspx
Babe Ruth in Uniform [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287783787962.aspx
Buffalo Bill [Lithograph on paper]. (n.d.). Retrieved from http://www.pbs.org/wgbh/americanexperience/films/cody/
Fire truck [Photograph]. (1901). Retrieved from http://fire.hartford.gov/PictureGallery/old_fire_truck.jpg
Golden Gate Bridge Construction [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781376075.aspx
Hoover Dam Construction [Photograph]. (n.d.). Retrieved from www.library.unlv.edu
Hoover Dam [Photograph]. (n.d.). Retrieved from hoover-dam-directions.jpg.
Landseer, E. H. (1851). Monarch of the Glen [Painting]. Retrieved from http://www.1artclub.com/the-monarch-of-the-glen-by-sir-edwin-landseer/
Larry the Stag [Photograph]. (2010). Retrieved from http://benhauck.com/wp-content/uploads/2010/05/landscape-opening-bell-as-larry-the-stag.jpg
Laureate Education [Producer]. (n.d.). Sustaining change. Retrieved from Walden course EDUC 6105
Lee House at Arlington [Photograph]. (n.d.). Retrieved from http://washington.dukegill.com/images/Arlington_Cemetery_Arlington_House_001.jpg
Mid-America Games for the Disabled [Computer graphic]. (n.d.). Retrieved from www.midamericagames.com
Morse, S. F. (n.d.). Eliphalet Terry [Oil on canvas]. Retrieved from www.en.wahooart.com
Nathaniel Terry [Painting]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781376075.aspx
The Great Fire 1835 [Painting]. (n.d). Retrieved from http://newyorklookingback.blogspot.com/2011/12/great-fire-1835.html
The Hartford. (2013). Map with Office Locations [Computer Graphic]. Retrieved from www.thehartford.com/sites/thehartford/files/facts-about-the-hartford.pdf
The Hartford. (n.d.). Hartford Home Office [Photograph]. Retrieved from http://www.thehartford.com/higfiles/flash/historical_timeline.html
Timmons, R. (n.d.). Robert E. Lee [Painting]. Retrieved from www.rebelyell1.com