validation statement - completion web viewassignment — part aunderwriting —...

ASSIGNMENT — Part AUnderwriting — Organisational Impact

Certificate IV in General Insurance (FNS41411)

Covered by training and work evidence C NYC

FNSINC401A Apply principles of professional practice to work in the financial services industry

FNSINC402A Develop and maintain in-depth knowledge of products and services used by an organisation or sector

BSBWOR401A Establish effective workplace relationships

BSBWHS201A Contribute to health and safety of self and others

FNSISV401A Evaluate risk for new business X

FNSISV402A Underwrite new business X

FNSISV403A Survey potential risk exposure X

FNSISV404A Underwrite renewal business X

Due date: Friday 5 June 2015

Name:

Role:

Location:

Email:

Participant declarationTo be completed by participant after completing all assessment tasks.

Evidence of assessment contains no material which has been produced by any other person except where due reference is made. The assessment allowed me to genuinely demonstrate my competence of skills and knowledge relevant for units of competency covered by this statement.

Participant: Signature: Date:

QBE Cert IV GI — Part A&B Final – 16 February 2015

Assessment activitiesAssignmentsThe assignments are designed to provide evidence to enable assessment against the 12 units of competency of the Certificate IV in General Insurance (FNS41411). The assignments include workplace tasks such as knowledge questions, projects and workplace performance which are validated by your manager.

When you hand in your assignment, it is important that the assignment is all your own work and in your own words. Include the name and web link of any websites you have used to research your answers. It is also a good idea to avoid sharing your written answers with other students, so that your assessor can be sure that the assignment is all your own work.

For more information, go to: <http:// www.kaplanprofessional.edu.au > – What you need to know – Policies.

Evidence guideThe evidence guide shows modules/learning which relate to your role and validated by your manager. The modules required for the units of competency are listed below:

(Some modules/learning are required for more than one unit of competency).

Please note: It is expected that you will have only completed the product/underwriting modules for your learning pathway.

Modules to complete Mode Completion date

QBE’s Code of Conduct Policy Online compliance

QBE’s Use of Facilities Policy Online compliance

QBE’s Appropriate Workplace Behaviour Policy Online compliance

QBE’s Whistle Blowing Policy Online compliance

EEO Online compliance

WHS Online compliance

FSR Online compliance

GI Code of Practice Online compliance

Fair Trading Online compliance

Complaints and Incidents Online compliance

Privacy Online compliance

ICA (Insurance Contracts Act) Online compliance

Skill Start Instructor led

Business Acumen Online Online Learning

One QBE Instructor led

eQuip Module 3 – Sales & Relationship Management (alternate equivalent to Sales @ QBE) Instructor led

Sales@QBE Instructor led

Service@QBE Instructor led

QBE QHS Workbook Instructor led

WHS Checklist On the job

Components of the Assistant BRM Pathway On the job

ANZSIC Code Allocations Instructor led

GI Policy Structure Instructor led

Introduction to OFPISA Creative Problem Solving Method Instructor led

QBE Cert IV GI — Part A & B Final – 16th Feb 2015

http://www.kaplanprofessional.edu.au/


Relationships between Underwriter and Broker Instructor led

Vision and Values Instructor led

Establish Relationships Instructor led

Introduction to Reinsurance Instructor led

Introduction to Contract Works Policy Wording Instructor led

Introduction to Package Policy Wording Instructor led

Introduction to Liability Policy Wording Instructor led

Introduction to Property Policy Wording Instructor led

Fleet and Heavy Haulage Policy Wording (also known as Commercial Motor Policy Wording) Instructor led

OFPISA Contract works Instructor led

OFPISA Fleet Instructor led

OFPISA Property Instructor led

OFPISA Package Instructor led

OFPISA Liability Instructor led

Classification of Building Construction Instructor led

Introduction to Manual Firefighting Instructor led

Introduction to Property Loss Control — Human Element Instructor led

Introduction to Security Instructor led

Introduction to Automatic Sprinklers & Automatic Fire Alarms Instructor led

Introduction to Flammable Liquids Instructor led

Introduction to Warehousing Instructor led

Motor Fleet Rater Instructor led

Facilitation Skills (optional) Instructor led

Coaching (optional) Instructor led

Career Planning (optional) Instructor led

Components of the Graduate Program (Induction) Instructor led


You and your manager will need to sign off the evidence guide and submit with each assignment as confirmation of learning undertaken.

Validation of completion of evidence guide modules

Manager name:

Manager signature:

Participant signature:

Date:

Transcript attached: Yes/No


Knowledge reviewPlease provide answers to the questions listed below:

Traditionally the term ‘bottom line’ has focused on the profit a company can make. The concept of triple bottom line principles adds two more ‘bottom lines’; social and environmental concerns. The three together are often paraphrased as ‘Profit, People, Planet’.

A triple bottom line measures the company's economic value, ‘people account’ — which measures the company's degree of social responsibility and the company's ‘planet account’ — which measures the company's environmental responsibility. Elkington argued that companies should prepare three bottom lines — the triple bottom line — instead of focusing solely on its finances, thereby giving consideration to the company's social, economic and environmental impact. (Source: Investopedia <http://www.investopedia.com/terms/t/triple-bottom-line.asp > ).

1. What evidence do you see of the People and Planet aspects of triple bottom line principles at QBE?

(a) People

(b) Planet


http://www.investopedia.com/terms/t/triple-bottom-line.asp

2. Familiarise yourself with QBE’s approach to community involvement. This can be accessed via the below link: <http://www.qbe.com.au/Australia/About-QBE/Our-Community-Involvement/Insurance.html>.

Also familiarise yourself with QBE’s approach to the environment. This can be accessed via the below link: <http://www.group.qbe.com/corporate-governance/environmental-risk-management>.

(a) Explain the alignment (or non alignment) of these statement to the triple bottom line principles?

3. Review QBE’s approach to the environment. Explain what key activities the policy covers and what is being done to reduce its environmental impact.

4. What can you do in your office to support the environmental aspect of triple bottom line principles?

5. Describe a time when you encouraged a colleague to improve their performance, meet their KPIs or comply with legislation. How did you coach your colleague?


http://www.group.qbe.com/corporate-governance/environmental-risk-management

http://www.qbe.com.au/Australia/About-QBE/Our-Community-Involvement/Insurance.html

6. Choose a general insurance product offered by QBE. Download the Product Disclosure Statements of QBE and two other competitors from their websites. When you compare these products, what does it demonstrate about the needs of your clients? (Note: Please do not attach copies of the Product Disclosure Statements).

Assessor comments if not yet competent:


Project/s1. What professional development opportunities are available to you at QBE?

Attach a copy of your most recent development plan.

2. Choose a product that you are familiar, discuss:

what the product covers

the type of customer and customer needs it is best suited for

how the product is marketed

the importance of pricing and its impact on claims liability

where you can source information on the product

how do you keep up-to-date with changes to product coverage

who are your competitors and how does your product compare to your competitors.


Manager assessment checklist — Workplace PerformanceBook time with your manager, to walk through the below checklist and confirm your current performance.

Managers to complete, discuss with participant and sign off.

Satisfactory performance

Yes/No Workplace performance meets requirements of job role in the following areas

Analytical skills to: analyse information and data interpret information from a variety of sources judgment skills for forming recommendations in operational situations ability to match products to customer needs.

Communication skills to: determine work requirements, using questioning and active listening relate to client/customers and determine their needs liaise with others, share information, listen and understand use language and concepts appropriate to cultural differences.

Numeracy and IT skills to: analyse record and store data according to QBE requirements undertake a wide range of financial information use appropriate software for complex tasks such as specialist industry information systems,

word processors, spread sheets and databases access, evaluate and use internet information.

Problem solving skills to: to identify any issues that have the potential to impact on the work role or outcome and to

develop options to resolve these issues when they arise follow procedures in an emergency.

Literacy skills to: read and interpret documentation from a variety of sources recording, gathering and consolidating financial information contribute to workplace meetings, inspections and WHS consultative activities interpret safety signs, symbols, notices and other WHS documents record and report hazards, risks, emergency incidents and injuries.

Teamwork skills to: work effectively, support colleagues, work cooperatively with others and provide team

leadership as required.



Learning skills to: maintain knowledge of changes to organisation and industry requirements and expectations comply with the most current legislative, regulatory and ethical requirements maintain knowledge of approaches to selling products and services maintain knowledge of Industry and QBE policies and procedures and ethical behaviours in

regard to customer service and administration.


Self-management skills to: manage own tasks within required timeframes and implement sustainability policies and

procedures relevant to QBE comply with policies and procedures, seek learning and development opportunities, and

maintain currency with legislation

Relationship management skills to: be open, fair, gain trust, respond, support and consult others.

Organisational skills, including the ability to plan and sequence work

Manager comments:


Validation of workplace performance

Participant name: Position:

At work for a period of:(years/months)

Manager name:

Manager signature:


Date:


ASSIGNMENT — Part BUnderwriting — Process and Procedures

Certificate IV in General Insurance (FNS41411)

Covered by training and workplace evidence C NYC

BSBCUS401B Coordinate implementation of customer service strategies

BSBMGT403A Implement continuous improvement

FNSCUS401A Participate in negotiations X

FNSSAM401A Sell financial products and services X

Due date: Friday 5 June 2015

Name:

Role:

Location:

Email:

Participant declarationTo be completed by participant after completing all assessment tasks.

Evidence of assessment contains no material which has been produced by any other person except where due reference is made. The assessment allowed me to genuinely demonstrate my competence of skills and knowledge relevant for units of competency covered by this statement.

Participant: Signature: Date:

QBE Cert IV GI — Part A&B Final – 16 February 2015

Assessment activitiesAssignmentsThe assignments are designed to provide evidence to enable assessment against the 12 units of competency of the Certificate IV in General Insurance (FNS41411). The assignments include workplace tasks such as knowledge questions, projects and workplace performance which are validated by your manager.

When you hand in your assignment, it is important that the assignment is all your own work and in your own words. Include the name and web link of any websites you have used to research your answers. It is also a good idea to avoid sharing your written answers with other students, so that your assessor can be sure that the assignment is all your own work.

For more information, go to: <http:// www.kaplanprofessional.edu.au > – What you need to know – Policies.

Evidence guideThe evidence guide shows modules/learning which relate to your role and validated by your Manager. The modules required for the units of competency are listed below: (Some modules/learning are required for more than one unit of competency).

Please note: It is expected that you will have only completed the product/underwriting modules for your learning pathway.


QBE’s Code of Conduct Policy Online compliance

EEO Online compliance

FSR Online compliance

GI Code of Practice Online compliance

Fair Trading Online compliance

Complaints and Incidents Online compliance

Privacy Online compliance

ICA (Insurance Contracts Act) Online compliance

Skill Start Instructor led

eQuip Module 3 – Sales & Relationship Management (alternate equivalent to Sales @ QBE)

Instructor led

Sales@QBE Instructor led

Service@QBE Instructor led

ANZSIC Code Allocations Instructor led

GI Policy Structure Instructor led

Introduction to OFPISA Creative Problem Solving Method Instructor led

Introduction to Contract Works Policy Wording Instructor led

Introduction to Package Policy Wording Instructor led

Introduction to Liability Policy Wording Instructor led

Introduction to Property Policy Wording Instructor led

Fleet and Heavy Haulage Policy Wording (also known as Commercial Motor Policy Wording)

Instructor led

OFPISA Contract works Instructor led

OFPISA Fleet Instructor led

OFPISA Property Instructor led

OFPISA Package Instructor led

OFPISA Liability Instructor led


http://www.kaplanprofessional.edu.au/

You and your manager will need to sign off the evidence guide and submit with each assignment as confirmation of learning undertaken.

Validation of completion of evidence guide modules

Manager name:

Manager signature:


Date:

Transcript attached: Yes/No


Knowledge reviewContinuous improvement is the implementation of changes to products, services or processes. These improvements are often a series of little changes over time which can reduce cost, increase the speed of delivery and/or increase quality. These improvements are called ‘continuous’ because the process of implementing these improvements never ends.

Continuous improvement began in manufacturing with Toyota, and is now widely used in many industries including financial services. A general insurer must implement such changes over time to remain competitive in the industry.

This objective of this assignment is for you to demonstrate how you can be involved in the process of continuous improvement at QBE.

Please provide answers to the questions listed below:

1. SLAs (Service Level Agreements)

(a) What are the SLAs in your job role?

(b) What strategies does your team use to meet SLAs?

(c) What are the implications of not meeting your SLAs?


2. Continuous improvements

(a) Describe a time when you or a colleague proposed an improvement to a product, service or process.

(b) Did the proposed improvement reduce costs, reduce the speed of delivery or increase quality? How?

(c) How did the proposed improvement assist your team to meet their SLAs?

3. What systems are in place at your organisation for the continuous improvement of products, services and processes?


4. If you wanted information on how your team is going with its SLAs, where would you find this information?

5. How is feedback gathered from clients? How is feedback gathered from brokers? How is this feedback used in the process of continuous improvement?

6. It is not possible for every proposal for an improvement to be accepted and implemented by the business. Why is this so?

7. What records need to be kept to document the process of continuous improvement to products, services and processes?


8. What can you do to support the implementation of changes for the benefit of clients?



Project/s1. There are many continuous improvement (CI) models which general insurers can use. Some of these

models are Kaizen, Sixth Sigma, TQM and Lean Manufacturing. Do a search with Google on one of these CI models.

(a) Write a brief summary of the CI model that you researched in your own words. List the source of your information.

(b) How could the CI model you researched be used for managing the continuous improvement process?

2. Gus is a property underwriter. A new Risk Assessment process has recently been implemented for underwriters, following the release of a new process for Business Insurance. Gus has found an error in the new process. A critical decision making step has been left out and he has also found a quicker way of doing the risk assessment.

Gus discusses this with his work colleagues. Jeanne says, ‘There’s no point suggesting an improvement. No one ever listens’. May says ‘It’s none of my business. Just ignore it and keep working’. Tom says, ‘You could put a suggestion in the suggestion box on the intranet’. Gus says, ‘I think I’ll talk to Kirrilli our manager and write up a recommendation to get it corrected.’

From the scenario above, answer the following questions from a process improvement viewpoint:

(a) Write down an idea that could address the improvement problem Gus has identified.


(b) What are the implications for the business if Gus ignores the problem?

(c) What are the potential quality improvements of Gus’ ideas for the business?

(d) What are the potential implications of Gus’ idea for speed of delivery to brokers and clients?

(e) What impact could Gus’ idea have on the team’s SLAs?


3. You are working for QBE as an underwriting team manager. You have noticed that the team is reluctant to put forward ideas for continuous improvement to the business.

(a) How would you find out why there are so few proposals for improvement?

(b) How would you coach a team member to start making proposals for improvement? What practical steps would you teach team members to use to put together proposals for improvement?

(c) You noticed in the recent broker survey report that there was a negative score for the turn around time for completion of a quote. How could you facilitate a team discussion that is positive and leads to proposals for improvement? How could these proposals be implemented and communicated to management and the brokers?

(d) What feedback could you give to the team if their proposal for improvement is implemented?


Manager assessment checklist — Workplace PerformanceBook time with your manager, to walk through the below checklist and confirm your current performance.

Managers to complete discuss with participant and sign off.



well-developed communication skills to: communicate effectively with personnel and clients at all levels articulate customer service strategies determine and confirm negotiation requirements, using questioning and active

listening as required negotiate effectively and respectfully liaise with others, share information, listen and understand determine and confirm client requirements, using questioning and active listening as

required sell products and services refer clients and liaise with others, share information, listen and understand coach and mentor team members gain the commitment of individuals and teams to continuously improve use language and concepts appropriate to cultural differences

research and analysis skills for accessing, interpreting and managing documentation and related information

IT skills for accessing and using appropriate software such as spreadsheets and databases and using internet information

team working skills for working cooperatively and effectively with others

judgement skills for forming recommendations in operational situations

interpersonal skills to: build relationships with customers establish rapport with clients and to liaise with other team members

literacy skills to: prepare general information and papers read a variety of texts analysing information and products to ensure appropriateness to client needs,

currency and accuracy write formal and informal letters according to target audience

planning skills to develop implementation schedules

problem-solving skills to: diagnose organisational problems relating to customer services address client product or service issues address negotiation issues

self-management skills to: comply with policies and procedures consistently evaluate and monitor own performance




seek learning opportunities

organisational skills, including the ability to plan and sequence work and plan meetings

innovation skills to design better ways of performing work

Manager comments


Validation of workplace performance

Participant name: Position:

At work for a period of:(years/months)

Manager name:

Manager signature:


Date:


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