Personal Lines Acct Mgr / CSR Phoenix AZ

Our insurance agency is growing and looking to add to our Team of professionals! If you have a property & casualty insurance license, at least 3 years of industry experience, a positive attitude and the desire to achieve more, we would like to hear from you! Below is a description of the position we are looking to fill at this time and our mission, vision, value statement: Personal Lines Customer Service Rep / Account Mgr MINIMUM QUALIFICATIONS: Three or more years' prior insurance related experience. An agent's license is required. Good interpersonal skills. Good communication skills, both verbal and written. Ability to operate a personal computer. PRIMARY FUNCTIONS: 1. Handle and process new and renewal personal lines business. 2. Provide in-house customer service to clients as assigned and requested. SUMMARY OF MAJOR RESPONSIBILITIES: 1. Receive phone calls from clients and companies regarding insurance, claims, or administrative problems, and comply with the request and/or refer to the producer only when necessary. 2. Market new business, determine premiums, prepare and present proposals to clients and maintain underwriting and marketing information by carrier. 3. Determines which product is to be used to write a needed coverage and the requirements for proper submission of a risk. In selecting a product, consider factors such as: quality of risk, competitive requirements and the like. 4. Quotes rates and binds coverage within granted authority for new, renewed and rewritten business. 5. Prepares policy transmittal including all data entry information. 6. Maintain a suspense system to follow up on outstanding orders, correspondence, reports, and follow up on overdue and suspense items. 7. Be familiar with and follow agency E&O guidelines. 8. Maintain electronic and when necessary, paper files in an orderly, up-to-date manner. 9. Handles minor company complaints and inquiries within authority and refers complex situations to agency officers. 10. Handle processing policy changes, renewals, cancellations and related matters. Performs required follow-up to assure that the policy is properly endorsed. 11. Reunderwrites Agency accounts as directed. 12. Receives premium payments from policyholders and answers inquires which involve providing service to policyholders. 13. Utilize our current systems including our management and marketing programs. 14. Handle day to day servicing of assigned personal lines book of business. 15. Fight to retain business, cross-sell business and refer business in-house to other departments. 16. Perform other duties as requested and/or required. Position Performance Evaluation Standards: 1. Adhere to and comply with established agency procedures. 2. Adhere to standards of performance for service. 3. Maintain current insurance licenses. 4. Obtain specific sales goals as assigned. QUALIFICATIONS 1. Must be positive, friendly and happy. 2. Must have a strong work ethic, be computer literate, have a head on shoulders with ability to think quickly. 3. Must be a self-starter, imaginative and creative with good communication skills both verbal and written. Should have thorough understanding of personal lines underwriting and coverages. 4. Must embrace our Mission, Vision, Value Statement (pasted below). Our Mission, Vision, Value Statement: Vision Statement: To be recognized by our customers and insurance carriers as the premier provider of choice for insurance services in the Baltimore-Washington-Annapolis area. Mission Statement: To ensure that customers are properly educated about insurance needs, options and costs and provided with solutions they are satisfied with and are easily obtained. To accomplish this, we ensure that only the best carriers are utilized to provide reliable and efficient service. Corporate Values: Our Goals: Our Approach Towards Work: Our Business Conduct: Outstanding Customer Service Education Fairness to Employees Superior Work Force Quality Stable Employment Profitability Results Driven Outstanding Place to Work Personal Responsibility Integrity Continuous Improvement Decision Making I. Our Goals OUTSTANDING CUSTOMER SERVICE DEFINITION: Customer satisfaction maintained through consistently excellent service. DISCUSSION: Excellent customer service is the key to the Company's long-term success. We listen to our customers and constantly strive to satisfy them. Our goal is complete customer satisfaction. SUPERIOR WORK FORCE DEFINITION: A work force superior in effectiveness, teamwork, and innovation. DISCUSSION: Outstanding customer service and profitability hinge upon a competent work force working together for continuous improvement. Employees are the key element in achieving Company objectives. The Company recognizes and values individual differences. It selects and promotes employees on the basis of merit, and expects continual improvement. The Company provides meaningful work with clear and demanding expectations. It provides competent leadership, appropriate tools and facilities, and an emphasis on skill development. The Company structures rewards to attract, motivate, and retain a superior work force. Employees emphasize education, quality, results, teamwork, individual responsibility, self-assessment and improvement, and involvement in decision-making. We respect one another. PROFITABILITY DEFINITION: Achieving financial success through effective management of activities and operations. DISCUSSION: Financial success keeps us in business. Our continued success is important to the owners, our customers, our employees, our insurance carriers, and the community. Our financial success is heavily reliant on each employee's ability to achieve the following: 1) Creatively, efficiently and effectively manage operations to minimize the cost and time it takes to accomplish tasks 2) Continuously focus on improving the underwriting processes to improve the quality of business submitted and in-force with our carriers. 3) The Company abides by all carrier imposed underwriting standards and does not support "bending of the rules" or misrepresentation in order to obtain or retain clients 4) Holding business partners and vendors accountable for getting it right the first time is the key to minimizing operational expenses. 5) Continuously identify new and efficient methods of meeting customer expectations. The Company also pursues other business opportunities, where appropriate, to enhance the profitability of the company. Quality, and outstanding customer service are the principles that lead to profitability over the long run. II. Our Approach Towards Work EDUCATION DEFINITION: Education is a key component to making sure our customers understand our products and services, their costs and benefits, and that they clearly understand their options so they can make informed decisions. DISCUSSION: Employees recognize the importance of fully understanding the details of the various products and services we offer. Continued education on your part about the industry and specific issues concerning policies are understood so they can be clearly communicated to the customer. Employees understand the need and importance of being intimately familiar with the companies' processes and procedures in order to make the insurance buying process an outstanding experience for the customer. Employees are required to listen carefully to the customer, make sure they understand their views and needs, and provide further information or ask appropriate questions that drive to the heart of the matter the customer is concerned with resolving. QUALITY DEFINITION: Mutually agreed-upon customer expectations consistently met. DISCUSSION: Quality is the most direct route to outstanding customer service and profitability, and the clearest indicator of a superior work force. Quality is possible only when customer expectations are known and reasonable. Reasonable customer expectations are established through effective two-way communication and negotiation. If a customer's expectations have not been identified in advance, employees work with that customer to determine what might reasonably have been expected. The result of this dialogue is then defined as the customer's valid expectation. Extraordinary measures are sometimes needed to meet a customer commitment. For our business partners (carriers and referred affiliates) critical dimensions of quality include us making sure they understand our values and approaches, and support them. For fellow employees critical dimensions of quality include meeting technical proficiency requirements, accuracy, dependability, timeliness, efficiency, and cost. Quality requires careful balance among conflicting dimensions. For example, cost and timeliness must be balanced to meet customer expectations. The proper balance is achieved by properly weighting each dimension based upon the customer's priorities. Quality is: • A characteristic of work processes as well as work outputs. • Meeting valid customer requirements, not technical perfection. • Process in which inputs and deliverables are clearly identified. • Encouraging cooperation among different organizations within the Company. • Conformance to standards, not routine acceptance of a defined level of non-conformance. • Doing the job right the first time by focusing on preventing, rather than correcting, errors. • Meeting agreed-upon customer expectations, not meeting customer demands regardless of the situation or cost. • Meeting a commitment, once made, even if extraordinary efforts are needed. Our Approach Towards Work - Continued..................... RESULTS DRIVEN DEFINITION: Results measured against clearly defined expectations. DISCUSSION: Work is managed by specifying desired results and acceptable conduct. Within the specifications of appropriate conduct and requisite procedures, employees are encouraged to select the best possible methods for achieving the necessary work results in the least possible time and at the lowest possible cost. Management monitors progress against expectations and exercises the minimum control necessary to ensure that expected results are achieved. Vague performance standards and excessive centralized control of work processes and methods are avoided. Performance standards reflect customer expectations. Employees are expected to take ownership of their tasks and demonstrate initiative to achieve the best results in the most efficient manner. Rational risk taking is encouraged. PERSONAL RESPONSIBILITY DEFINITION: Responsibility accepted for our own behavior and its consequences. DISCUSSION: All employees are responsible for their own actions. While it is the Company's responsibility to provide appropriate guidance, resources and coaching, employees are responsible for their own results and achievements. Employees enjoy the benefits as well as accept the consequences of their own decisions, work performance, and personal conduct. A model statement from supervisor to employee might be: "This is your job. I'll help provide you with the resources to do it, but it's your job to get it done. You decide your methods, within defined limits, requisite regulation, and within corporate values, and keep me informed. If things don't go well, we'll talk it over, and I'll expect you to make necessary adjustments, and do better next time. My job is to support you while you achieve results, not to achieve results for you." CONTINUOUS IMPROVEMENT DEFINITION: Competitiveness built through continuous self-assessment, innovation, and change. DISCUSSION: In an increasingly competitive environment, innovation is essential to organizational success. Honest self-assessment of operations, methods, and standards is a way of life for all employees. Change is effectively managed to ensure maximum benefit to the organization and minimum adverse impact on affected employees. Continuous improvement in what you do, how you perform, and the results you achieve is a constant focus. DECISION MAKING DEFINITION: Decisions made at the level most appropriate for achieving the results required. DISCUSSION: Decisions are made at the most appropriate level by the individuals or groups best qualified to decide. The Company will be most effective and efficient when decisions are made by the individuals or groups who have the most direct access to relevant knowledge and information. Decisions are pushed down to the lowest appropriate level in order to take advantage of the most timely and accurate information. Employees are expected to know when to take a decision to a higher level. Employees' decision-making authority is determined as much by their competence and judgment as by their position within the organization. III. Our Business Conduct FAIRNESS TO EMPLOYEES DEFINITION: Equitable treatment based on individual and group results. DISCUSSION: Fairness is defined as treating all organization members equitably. The primary basis for determining equity is the employee's contribution to the organization. Contribution is measured in terms of quantity, quality, and timeliness of results achieved over time, including contribution to group or team results. Policies and rules are applied equitably, but not necessarily equally, for all employees, within the bounds of employment law and regulations.

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