Insurance brokers that invest in purposeful onboarding, equip their teams with relevant knowledge, and consistently challenge and support their producers for long-term growth – are seeing stronger performances across the board.
Think your onboarding program is top-notch? Maybe your new hire spends a few days in orientation, meets the team, and sits through a few presentations. They’ve got a 30-60-90 day plan and a training buddy. That’s a good start – but it’s just the beginning. What’s next?
According to MarshBerry’s proprietary financial management system Perspectives for High Performance (PHP) the percent of producers who start as unvalidated and eventually transition to validated status is only 29.8%.1 And this stat hasn’t improved in years. This lack of production puts tremendous strain on a firm’s ability to be profitable and create/maintain a growth culture. After a failed new hire doesn’t work out, leaders are back to square one with recruiting, interviewing, and training. Recruiting costs alone can be around $4,700 per hire2 so this high failure rate is a major problem in the insurance industry. It’s time to acknowledge that responsibility for producer success falls mostly on industry leadership and training, and not just the quality of new hires.
Here are four onboarding tips that go beyond the traditional 30-60-90 day training program for developing a team of high performing, engaged producers.
1. Create a meaningful onboarding experience
Look at onboarding through the lens of the new hire by designing a roadmap that takes them beyond a mind-numbing week of paperwork, system trainings, and an overview of the HR handbook. Instead, offer new hires a stimulating, welcoming look at the organization – the mission, goals, values, cultureand how they’ll personally contribute to the firm’s success.
Some elements of new hire training require a more intentional structured process, but the entire experience doesn’t have to be formal. Balance formal onboarding with organic experiences where new hires can learn on the job and ask questions. Offer opportunities to live the culture, participate in meaningful work, and see the vision for the firm through the eyes of current employees and leaders. A one-size-fits-all approach to onboarding is often ineffective, so include experiences to suit individual skills, backgrounds, and generations.
2. Appeal to the next generation of talent
Understanding the unique traits of each generation can significantly enhance engagement, particularly since businesses may have as many as five different generations in their staff. Generation Z, for example, is expected to make up 27% of the workforce by the end of 20253 so it’s worth noting their motivators. Gen Zers expect to be shown how the firm will help them succeed, such as learning opportunities, clear career paths, and opportunities for advancement.
This visual helps illustrate the differences of each generation in the workforce:
Because of these differences, onboarding can be enhanced by offering broader options for learning, including both remote and in-person sessions, enhanced online courses and mentorship, and opportunities to observe client facing meetings. The way a producer was trained 10 to 20 years ago is vastly different than how they need to be trained today.
3. Make learning an ongoing experience
As producers move beyond initial onboarding and become more independent, invest time to better support them where they are. The onboarding buddy who answered general questions may not be the same person who should offer in-depth mentoring or guidance. Learning and growing doesn’t stop just because 90 days have passed or the producer says they can make it on their own, there is always room to improve and learn new skills.
Clearly define advanced performance goals and key performance indicators (KPIs) from the outset to drive clarity and increased productivity. Examples of effective KPIs include: metrics related to cross-selling, making a set amount of prospect calls and increasing average policies in force (PIF). Effective development plans should also be set up to guide producers from merely achieving performance goals to exceeding them.
Offering continuous mentoring, outside coaching and sales courses or observation opportunities can help producers become exceptional.
4. Include current staff in learning and development
The onboarding culture shouldn’t end with newer employees. Even staff who have worked at the organization for years need opportunities to continue learning and growing. In particular, look at those who moved into new roles within the organization. Their development in their new role is just as critical as onboarding a new employee. Consider the mentoring program these team members need, and the coaching and training that will help them be successful in that new role for the long-term. Pay for employees to get their CIC (Certified Insurance Counselor), CLCS (Commercial Lines Coverage Specialist) or other designations and offer time off for top performers to attend conferences and training courses.
Managers play a crucial role in professional growth, and their involvement drives motivation and engagement. In turn, those long-term employees will become mentors, senior leaders, and experts who will continue the cycle of learning, growth, and success. This will improve not just the experience of staff but also client experience.
This may seem like a lot of work and maybe a little more handholding than most are used to. However, learning and developing top producers isn’t a 30-60-90 day plan, it’s a continuous 365-day must-have. Figuring out how to help employees be successful and confident in their roles will differentiate a firm as an employer and a desirable place to work. The insurance industry focuses a great deal on building a sales culture, but it should also be focused on building a growth culture.
