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BROKER SERVICE STRATEGY V I R G I L M I L L E R , S V P I N T E R N A L O P E R AT I O N S
E U N I C E H O L M E S , V P
1
Strategic Focus & Alignment
• Create Clarity • Compete Better
• Reduce Conflict
• Improve Consistency
• Live Up to the Aflac Brand
• Resolve Issues Quicker
• Win
ABC Objectives
• Integrated Support Model Focused on Reducing Customer Effort
• Improve Alignment of HQ/Group Operations for High Touch Broker/Field Cases to Improve Consistency
• Enhance Role Clarity for Key Functions Within the Process
• Simplify Overall Implementation Process
• Identify a Cost Efficient Service Model
Project Objectives IO Objectives
• Improve Loyalty/Customer Retention
• Focus on Ease
• Reduce Customer Effort
• Improve Operational Efficiency
• Partner with ACT to Strengthen Key Operational Functions
1 2 3 4
2
Pillars
Separate Experience
Multiple/Isolated Service Reps
Two Distinct Service Models
Streamlined Experience
Unified/Knowledgeable Service Reps
Consistent Service Experience
3
Integrated Model
Create an Integrated Support Model for
the Aflac Broker Consolidation Strategy
(ABC)
Improve Alignment of HQ/Group
Operations for High Touch Broker/Field
Cases
Enhance Role Clarity for Key Functions
Within the Process
Simplify Overall Case Build Process
Identify a More Cost Efficient
Service Model
“My Customers can feel the differences
between Group and Individual”
Customer Feedback Project Goal
“One side doesn’t know what the other
one is doing”
“There is a lack of ownership and no
accountability”
“Aflac is too difficult to navigate”
“We need to support/enhance profitability
for both organizations”
4
Opportunities
Original Model Current Model
Sr. Broker Services Executive (BSE) (IND)
Sr. Broker Account Executive (BAE) (Group)
Broker Services Executive (BSE) (IND)
Broker Account Executive (BAE) (Group)
Account Enrollment Executives (AE) (IND)
National Implementation Coor(NIC) (Group)
Group Implementation Coor(GIC) (Group)
Account Managers (AM) (IND)
Account Managers (AM) (Group)
Sales Support Manager (SSM)
Account Relations Manager (ARM)
Account Implementation Coordinators (AIC)
Account Service Coordinators (ASC)
6
9 roles 4 roles
Role Consolidation
Account
Relations
Manager
Account
Implementation
Coordinator
Account
Service
Coordinators
• The new service model will
align all 4 positions: pairing
SSMs with BSPs and aligning
the other service roles into pod-
based teams.
• Integrating each role into one
team will improve
accountability, ownership
and optimize communication.
• Account activity-based teams
will aid in strategy
development and execution
of targeted goals.
7
Account Team Alignment
Sales Support
Manager
Broker Sales
Professional
9
As the new model was being implemented, the teams
realized several opportunities for improvement.
We created the CCA Acceleration team to work quickly to
address these opportunities head on to ensure we’re
able to get the results we’re aiming for with minimal impact
to our customers.
Opportunities
1 Captured and documented feedback to
better understand concerns
2 Evaluated the high-level strategy, which
we feel will deliver for our customers
3 Established a cadence of communication
4 Created a sheltered team
11
A few key elements addressed immediately
Support + Leadership:
• Virgil Miller – Senior Vice President, Internal Operations
• Keith Farley – Director, ACT
• Kevin Gordon – Second Vice President, Enrollment/Group Set-up
• Jim Faile – Second Vice President, Broker Relationships
• Tonya Dorsey – Second Vice President, Aflac Group Transformation
Core Team:
Eunice Holmes – Vice President, Enterprise Enrollment
Team Lead; Training Development
• Eddie Wilks – CCA SME
• Kendell Moore – Reporting & Metrics,
Change Management
• Meg Swinford – Process Improvement Lead
• Leah Barnes – Communication Lead
• Shonda Nickerson – Change Management
• Linda Breaux – Project Support
• David Schuetz – Project Support
• Rhonda German – Document Control,
SOP Development
• Regina Epps - Document Control, SOP
Development
• Emily Hals - Process Improvements
• Christopher Chapman – Process
Improvements
• Jonathan Bryans – Reporting & Metrics
12
CCA Acceleration sheltered team members:
1 Our teams need better preparation for
implementation calls
2 Responsiveness (Returning phone calls
and responding to email inquiries)
13
What we learned from more recent feedback
1 Hiring and Support
2 Top Broker
3 Training/On-Boarding
4 Work Distribution and Management
14
Now, 4 workstreams are driving all activity
15
Workstream 1 Update : CCA Hiring & Support
Have brought in CCA Alumni to help with repeatable
tasks during the 4Q
17 FTE’s and 9 contracted employees have been hired
and on-boarded
80% of AIC barriers driven by ES&P, Underwriting/
Custom Proposal, Marketing, Product and contractors.
These teams have helped handle nearly 3,000 barriers
and more than 1,000 tasks.
Conduct Pilot for Broker Remote Servicing Model has
been developed to provide in-field support to better
enable sales (Q4 Launch). We are in the process of
hiring now
VOICE OF THE CUSTOMER MODEL
TACTICAL DETAILS
A
Purpose: Pilot a servicing model based on voice of the customer feedback that will house a Sr. ARM employee in the field for dedicated service and relationship building to
enable sales. This will create a stronger alignment between sales organizations, create common goals /objectives, attract stronger sales/service support talent and increase
our geographical pool to attract additional talent.
16
B
D
• Feedback from Brokers: Spending too much time on administrative tasks (Enrollment follow-up, billing issues, etc.) that is taking them away from generating new sales.
• Critical: Ability to be face-to-face in meetings with brokers and key accounts
BENEFITS TO BROKER C
• Sr. ARM in the field will have the ability to:
• Conduct site visits with customers at the local/regional level
• Participate on conference calls with internal/external clients to answer
questions, resolve issues in a timely manner, provide system demos, etc.
• Monitor and coordinate corrections on new business/pended
applications during enrollment and assist in resolving billing issues
• Work with a dedicated, in-house support team of implementation and
service coordinators
• These focused efforts will allow brokers to focus more on sales and less on
service
• Provide overall broker support and has aligned responsibility for assigned broker book of business
• Enable sales • Stronger alignment between sales organizations • Common goals and objectives for field/HQ’s • Attract and retain stronger talent on a national level
• Utilize existing Sr. ARM position profile and partner with HR to post the position at an MC2 level
• Pilot two positions at the local/regional level and closely monitor results • Require increased sales for Sr. ARM co-located with Broker • Create a specific and solid tracking / measurement to capture results and
customer experience for the model. • For example, monitor potential increases in sales volume, are there less
incoming calls from the account for assistance, less escalations, more timely payments, reduction of internal rework, etc.
• Two positions have been posted on aflac.com • Next Steps: Partner with Account Relations to build a onboarding plan for
processes and system training
What are we solving for:
• Remote worker can be co-located in home or other designated office to attract talent nationally
• Sr. ARM will be provided with hardware including laptop, monitor and docking station with access to all Aflac approved systems
Broker Remote Servicing Model
17
Work stream 2 Update: Top Broker
Have dedicated support teams in place for Buck, Mercer
VB, Gallagher, Alliant, ABC
Have defined and aligned service teams for all top broker
assignments
Dashboards developed to help manage all critical
milestones to track top broker case progress
Speak about and show example in the next few slides
Leaders reinforcing more communication with sales
• Mercer
• Mercer MarketPlace
• Trion
• AON
• Buck Consultants
• Alliant
• American Benefits Consulting
• Towers Watson
• Lockton
• Willis
• Marsh and McLennan Companies
18
Work stream 3 Update: Training/On-Boarding
Blitz training schedule implemented to drive critical 4Q
training among teams
Long-term role-based onboarding and training programs
developed for roll-out
SSM training started Thursday, Oct. 8th*
Additional training developed for AIC’s/ARM’s week of
Oct. 11th
Working to complete job-specific reinforcement and
leadership development training
*Initial training delayed to this date due to weather
19
Workstream 4: Work Distribution/Management
Completed CRM case assignment analysis and
clean-up activities
Developed work load distribution model to better align
responsibilities among teams
Did an assessment to further understand case
complexity for better management of volumes
(enrollment method, size of case, etc)
Developed a tool and daily management routine to
support daily book of business management for leaders
and employees
• Proposal pipeline
• G/R01378s in queue
• Group enrollment status
• Case mix
• Groups at risk
• Service calls
• Monthly CCA updates to include sessions like today
designed to keep you informed
• Better, more consistent transition process and
documentation to ensure the coordination among service
teams is well executed as new team members are brought
on board
• Currently have people meeting with RVP’s and their
teams to identify future state capabilities to ensure we are
planning now
• Launching a workshop in 2016 to identify improvement
opportunities and better align service with sales
23
Other notable enhancements
*Clean business that is able to be processed without changes
• Deliberate Leadership reinforcement to their employees for responsiveness to all
inquiries • Added Leadership focus and visibility on key implementation and service activities • Less transition and movement of accounts
24
What you can expect in Q4
Submission Period
Paper Applications Electronic Applications
Open Enrollment
Will be guaranteed for that month/year if received within 5 calendar days post enrollment end date
Will be guaranteed for that month/year if received within 10 calendar days post enrollment end date
Monthly New Hires
Will be guaranteed for that month/year if received within 5 calendar days prior to the CED
Will be guaranteed for that month/year if received within 10 calendar days prior to the CED
Final submission, regardless of enrollment end date to receive production credit for 2015, is 12/25/15.
Service Levels • Electronic File Processing Turn Around Time (all files) – 5 days • Paper processing % within 5 days – 92%