Outsource Underwriting (short term) 2001 SOA/LTCI Conference A
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1 Outsource Underwriting (short term) 2001 SOA/LTCI Conference EGON A Insurance Group Long Term Care Division Cam Cook VP LTC Underwriting (817) , ccook@aegonusa.com
2 SHORT TERM OUTSOURCING (2-12 months) Bridging Resource Gaps (6-12 months) Crisis Situations (2-4 months)
3 BRIDGING EXAMPLE Workload Exceeds Plant Capacity Apps Per Week Application Received Plant Capacity Q 2Q 3Q 4Q 1Q TIME
4 SITUATION ANALYSIS Company committed to in-house underwriting to develop propriety knowledge & competitive advantage. Growing backlogs, slow service, demoralized staff. Threatened grow/sale plans. Concerns about underwriting Quality. Large number of unproductive junior underwriters Limited ability to quickly hire experienced LTC underwriters.
5 NEEDS Increase Plant Capacity NOW! Refocus senior staff from backlog to development of junior staff s productivity and quality. Reduce backlog to improve both sales relations and morale problems without compromising underwriting quality.
6 THE SOLUTION Outsource sufficient workload to meet the needs. Do not overestimate your current capacity or speed of developing your staff.
7 ISSUES Understanding true needs. Cost: $20 - $40/case. Underwriting standards. Time service implications. Field communications. Selection of Outsource partner. Quality Control. Wind down plan.
8 UNDERSTANDING TRUE NEEDS Develop good plant capacity model. Create a staff development/productivity plan. Combine to develop model of outsource needs.
9 COST: ($20 - $40/CASE) You get what you pay for! Varies with volume & length of commitment. I recommend cost should be secondary to quality and service needs. It has a shorter tail.
10 UNDERWRITING STANDARDS Choose between your own and outsource partner s standards. I recommend using your own standards. Why? Your product is matched to your experience. Minimizes field complaints. You have the time to teach your outsource partner. Share everything with your partner!
11 SELECTION OF OUTSOURCE PARTNER Talk to industry friends about options. Clearly outline the nature of your needs. Negotiate cost, service and quality standards. Can they really handle your volume? Due diligence: Have sample group underwritten (50-100) Compare to your decisions by categories such as age, impairments, etc. Discuss differences to improve outsourcer s knowledge of your standards. Select partner with best quality.
12 QUALITY CONTROL Random sample 25% in first weeks. Reduce sample to 10% after satisfied outsource partner understands standards. There is a tendency to concentrate on declines. Do not forget the standard issues. That s what you live with! Insist outsource partner does their own self audit. Set up good spreadsheets to account for all cases (sent vs. completed, time service, decline rates, etc.)
13 TIME SERVICE Recognize outsourcing adds a few days to the time from last evidence received to policy issued. Tell your staff and sales force. Emphasize the benefits: Higher quality decisions. Reduced backlog. Do not do the work twice! Be realistic!
14 FIELD COMMUNICATIONS It s all about TRUST! Do not hide that you are outsourcing. Have trusted senior staff review and communicate adverse decisions. Have regular status conferences with your outsource partner. Share all problems and successes.
15 WIND DOWN PLAN Track progress of the productivity improvements in your own staff. Execute, execute. Remember it s easy to become dependent. Focus on goal of independence. Share progress with your staff, it builds pride and morale. Share progress with outsource partner.
16 CRISIS SITUATIONS (Difference from Longer Term) Recommend use of Outsource Partners Underwriting Standards. You don t have time to train them. In due diligence, increase emphasis of outsource partner s capacity. They don t have time or incentive to ramp up. Consider splitting business between several sources to reduce your vulnerability to capacity problems.
17 CONCLUSION REMEMBER, IT S A PARTNERSHIP. YOU GET OUT WHAT YOU PUT IN!
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