Many CSRs also say that the number of decisions they make during their workday has increased. They have more information at their disposal, but the time available to reach those decisions has diminished significantly.

“Be good and be fast” has become the performance standard. CSRs are clearly in “decision overdrive.” This can cause them to sacrifice accuracy for speed. When speed is the top priority, quality suffers.

The real time elements are the underwriting, marketing and placement decisions that CSRs make to produce a quote or proposal. Infringe upon those time requirements and the soundness of the decision produced diminishes. This can lead to disappointing results when you factor in the time and effort invested in the project or quote.

Another component that further compromises customer service decisions is the lack of communication within the agency.

When CSRs are under stress to make decisions quickly, they often feel vital information is either unavailable to them or they have no time to access it. They discover that consulting references or asking others in the agency or company takes more time than they have. Even if the CSR finds the time, other agency workers are under the same time crunch and might not be available to help if called upon.

Other factors that compromise customer service decisions are:

Failure to reach agreement on exactly what objective or goal the decision is supposed to accomplish.

Failure to obtain adequate information.

Failure to understand how the solution will be “sold” to the client or implemented into the agency operation.

CSRs can also suffer from disappointment when customers ignore their recommendations. They assume the client recognizes how much time and effort went into the decision. The reality is that the customer does not know or care. In that case, the CSR might become disappointed, frustrated and even angry, feeling their work has gone unrewarded and unappreciated.

To further complicate the situation, many CSRs feel that time spent making placement or marketing decisions causes them to miss out on other opportunities to write business, or to service and retain existing customers. This can lead to quick decisions, which are dangerous.

Another frustration for CSRs is the situation where producers “sit” on a presentation after the representative has gone to extraordinary lengths to finish it on schedule. By the time the producer gets around to doing something with it, the information might be out of date and need to be redone. In the CSRs mind, their work is further devalued.

This is also where the trust between producers and CSRs becomes compromised. If a producer needs every single thing “immediately,” the CSR might view the producer much like the proverbial “boy who cried wolf.” She or he might disregard the cry once or twice when speed is truly a legitimate factor. This could lead to a producer thinking the representative is “dragging their feet” on purpose just to get even with them for something else.

Trust is an essential component in a working relationship. Nothing can diminish that relationship faster than a lack of respect between producers and CSRs.

In creating a good working environment, agency owners and producers need to realize that while technology is of tremendous value to CSRs, much of the thought and organization required to assemble information and create proposals and quotations is still done in the mind and by the hands of the employee.

Having an established system for producing proposals and quotes in place is a very important step. If procedures are outlined and realistic timelines are assigned to each step, then some of the uncertainty and urgency will be lifted from the situation. The steps should establish when and where information is to be shared and presented to clients and prospects, and how outcomes are to be communicated to those who participated in the process.

Such a system, if practiced, would create a new level of understanding and respect between producers and CSRs. The process would also lend itself to the continuous improvement so vital to maintaining the professionalism and efficiency of the agency. Under this system, even proposals which dont get “sold” become learning experiences.

In the end, it comes down to people. Implementing decisions comes down to the ability to effectively communicate and cooperate with others. Setting unrealistic deadlines, timelines and creating undo pressure will get producers answers and decisions, but patience and allowing adequate time will get the right answers and good decisions.

Karen Flaherty is president of Professional Training Systems Inc., an agency consulting and training firm in Austin, Texas. She is the author of “SERVICE FIRST!”–a customer service manual for insurance agencies available through the National Underwriter Company in Erlanger, Ky.

Reproduced from National Underwriter Property & Casualty/Risk & Benefits Management Edition, October 29, 2001. Copyright 2001 by The National Underwriter Company in the serial publication. All rights reserved.Copyright in this article as an independent work may be held by the author.

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