Developing Others to Lead John Ashton Executive Director Arizona Public Employers Health Pool Tracey Christianson Member Services Manager Washington State Transit Insurance Pool Steve Craig Managing Director VML Insurance Programs
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Developing Others to Lead
John Ashton
Executive Director Arizona Public Employers
Health Pool
Tracey Christianson
Member Services Manager Washington State Transit
Insurance Pool
Steve Craig
Managing Director VML Insurance
Programs
VMLIP Leadership Development Program
2
Presented by:
Steve Craig, Managing Director
VMLIP Overview 3
VML Insurance Programs
10 members
$730K premium
WC only
1 part time administrator
underwriting, marketing, safety, claims outsourced
475 members
$51M premium
WC, GL, AL, APD, PR, BM, IM, CR, PO, SBLL, LE, EPL, POLL, CYB, LODA
53 full time; 2 part time staff
July 1, 1980 July 1, 2016
4
Insurance Industry Trends 5
Changing Demographics
The insurance industry needs to fill 400,000 positions by 2020 to remain fully staffed
Graduates from risk and insurance programs meets only 10-15 percent of industry need
Source: The Jacobson Group citing Property Casualty 360
6
Unemployment Rate
As of May 2016:
Insurance 2.3 %
Overall 4.7 %
Historically unemployment for the insurance industry is about 2% lower than overall
Source: The Jacobson Group citing Bureau of Labor Statistics
7
Recruiting Difficulty
Top five most difficult functions to recruit:
Technology
Actuarial
Analytics
Executives
Underwriting
Source: The Jacobson Group and Ward Group, Semi-Annual Insurance Labor Outlook Study, January 2016
8
Insurance Industry Staffing Plans
Technology
Claims
Underwriting
Sales/Marketing
Analytics
Source: The Jacobson Group and Ward Group, Semi-Annual Insurance Labor Outlook Study, January 2016
9
Millennial and Generation Z Recruitment
Insurance is tied for second to last with the defense industry in terms of overall public image.
Less than one in ten young professionals are interested in working in insurance.
Eight out of ten Millennials are unfamiliar with insurance as a career path.
Source: The Jacobson Group citing The Institutes, PwC
10
VMLIP Trends 11
What do we look like in 2016? What will we look like in 2026?
Generations in VMLIP workforce
Birth Year* 2016 (Mgr/Supv) 2026
#VMLIP Employees #VMLIP Employees
WWII/Traditionalists (1900 – 1945) 1 0
Baby Boomers (1946 – 1964) 25 (9) 11**
Generation X (1965 – 1980) 23 (3) 23
Millennials (1981 – 2000) 6 ???
12
* Current birth years of employees range from 1944 – 1992
** By 2026 - 11 boomers will have reached normal retirement age including one director & three supervisors. Of the 14 remaining baby boomers, nine will be 65-66 and five will be 62-64 including six directors and three supervisors.
VMLIP Employment Challenges
Operate in a competitive environment for talent
Local market lacking with respect to availability of talent
Traditional sponsor/pool compensation structure and work environment not attractive to younger workers
Low turnover limits advancement opportunities
13
VMLIP Leadership Development Program 14
Identified Key Leadership Positions
Key Leadership Positions
Managing Director
Dep. Managing. Dir./Finance Director
Department managers and supervisors
Consulting Services Staff - HR, Law Enforcement, Communications/PR
Sr. Departmental Staff
15
Identified Leadership Core Competencies
Communication Active Listening, Providing Feedback, Written/Oral Communication,
Presentation skills
Critical Thinking Decision making, Delegation, Planning/Scheduling, Organizing, Problem
Solving, Judgment, Initiative
Diversity Awareness Awareness, Legal knowledge
Intelligence Self development, Adaptability/stress tolerance, self-control,
trustworthiness, achievement orientation, building strategic relationships, conflict management, leadership/influence, interpersonal sensitivity/empathy, team/interpersonal support, collaboration
16
Assessed Bench Strength
Reviewed:
Performance evaluations
Self evaluations
Stated career goals
Pursuit of professional designations and/or education
Involvement in professional organizations
17
Designed and Implemented a Plan
VMLIP Leadership Program
Objective:
To ensure that current leaders and employees with leadership potential are kept engaged and provided regular and ongoing cross departmental and organizational training and involvement in the strategic direction of VMLIP.
All employees invited to apply. Application process included written essay.
Managers and prior program graduates to lead.
Meet twice each month on Monday morning
18
Sample Topics
Administration - legal docs, strategic planning
Finance - financial statements, actuarial concepts, investment concepts, budget
Human resources - employment law basics, basics of supervision
Skills - interpersonal , presentation, conflict resolution
Underwriting - concepts, guidelines, coverage overview
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Sample Topics con’t.
Consulting services overview - HR, Law Enforcement, Communications/Public Relations
Safety - departmental services, loss report analysis
Marketing - staff role, member visits
Claims - handling process, settlement/litigation, member service overview
Technology - staff role, project management, data analytics capabilities
Communications - website, social media, publications, creativity process
20
Special Projects & Fieldtrips
Special Projects Strategic Plan Update
AGRiP Advisory Standards Application
Risk Management Grant Program
Follow legislative bills & report to management
Supervise summer interns
Field Trips Virginia General Assembly
CPCU Chapter lunch & learns
VMLIP regional workshops & board meeting
Shadow a member
Escape Room RVA
21
Lessons Learned from 1st graduating class - 2013 22
2013 Student Feedback
Students Suggested changes to program Attend a General Assembly Session
Stretch the program over 2 year period
Sit in on at least one directors’ meeting
Prompt feedback on group assignments
Reconsider logical order of topics
Students’ suggestions for being kept engaged: Ongoing, periodic training on advanced topics
Inclusion in group sessions and field trips added to program
Enlist graduates as future presenters
Provide opportunities to apply knowledge
23
2013 Management Feedback
Management Suggested Program Changes:
1. Extend duration of program - meet less frequently - 2x/month - or mini-semester approach - take into consideration busiest times of year
2. Use more outside speakers to broaden perspective and reduce workload
3. Incorporate some field trips - safety/marketing visit, hearing/trial, legislature, board meetings, conferences
4. Keep graduates engaged by teaching some sessions to future classes and overseeing projects for next class
24
Results for 2013 graduates 25
Results for 2013 graduates
All still employed and performing at a high level!
Sr. WC Claims Adjuster – 53 (promoted to supervisor)
Sr. Bus. Systems Analyst - 50 (promoted to IS director)
Sr. P&L Claims Adjuster – 44 (promoted to specialist)
Account Executive – 35 (promoted to Sr. AE)
Sr. Safety Consultant – 32
Sr. Underwriter - 53
26
Questions? 27
HIPO-CHONDRIACS August 10, 2016 A Leadership Training Program (for
individuals preoccupied with
growing and leading)
AGENDA
Ashton Tiffany background and culture
Genesis of HiPo (“high potential”)
program
Qualifications and expectations
Program structure and description
Sample curriculum
Program review
We’re risk management
consultants
Established in 1995, Arizona-based
Employ approximately 100
Administer seven pools, > $125M in
annual premium
Manage captives and other
alternative risk financing programs
BACKGROUND
What makes us, us?
Clients love working with AT
o Client retention
Employees love working at AT
o Best Place to Work: Top 10
(eight years in a row!)
CULTURE
We had room for improvement
Management concerns:
o Aging management
o Carrying the culture torch
o Creating opportunities
Staff concerns:
o How do I grow?
o Informal program not enough
WE AIN’T ALL THAT
AND A BAG OF CHIPS
What were we looking for?
Formal leadership development
program
Individual and group development
Owner engagement
Supervisor commitment
DAWN OF THE
HIPO-CHONDRIACS
HIPO QUALIFICATIONS
Who did we consider?
Demonstrate:
o Skills
o Desire
o Capacity
o Potential
Identified 6 HiPos
HIPO EXPECTATIONS
What HiPos should expect from the
program
Regular mentor meetings with
owners
Leadership development training
Involvement with other management
Cross-training
Group projects (team building)
EXPECTATIONS OF HIPOS
What we expect from HiPos
Be prepared
Complete assignments
Have thick skin
Communicate honestly (with owners
and other HiPos)
Continue to do “normal” job
PROGRAM STRUCTURE
Individual meetings
Monthly one-on-one with owners
Set leadership development goals
(not career or job-specific goals)
Address “weaknesses”
Get out of comfort zone
PROGRAM STRUCTURE
Group meetings
Every six weeks
Address real-life scenarios (honesty
and transparency)
Apply key managerial skills
Presentations by “outsiders”
Learn to work as a group of peers
PROGRAM DESCRIPTION
Sample curriculum
PROGRAM DESCRIPTION
Sample curriculum
PROGRAM REVIEW So how did we do?
Individual meetings are most impactful
Group meetings with real life scenarios
are powerful
Group meetings enhance teamwork
HiPos excel at different rates
o 2, 2, & 2
Focus remains on leadership qualities
Ready for the next wave
PROGRAM MATERIALS
Want stuff?
Curriculum
Sample group meeting materials
Group meeting feedback forms
Individual coaching agendas
Ashton Tiffany Culture Manual
Just email me.
CONTACT INFO
John Ashton, CPCU, ARM
333 East Osborn Road
Phoenix, AZ 85012
Tel 602.222.2105
Tracey Christianson,
Member Services Manager,
Washington State Transit Insurance Pool 7/26/2016
Regular meetings between training staff at several pools: WCIA, Enduris, WCRP and WSTIP
Started talking about staff development issues considering pool staffing sizes
Took the general idea to some General Managers/Executive Directors
Our collective
Succession planning consultant trainer
City of Berkley Employee Development Program
AGRiP Pooling Basics 2.0 Program
Some legal assistance from general counsels
Memorandum of Understanding binds the pools together, appoints one pool to act as the financial arm, and creates a committee of the pools to run the program
Contract with Consultant
Assistance from AGRiP
MOU signing period
Advertising and Application period
Application ranking and leadership survey
Program Orientation and Kick-Off / Mini leadership introduction (July 12)
AGRiP modules and Subject Matter Experts webinars
Pool Board meeting visits
Two day leadership training
Participation in any participating pool training program for free to participants
Group project Kickoff meeting
Group project
Group project presentation to Executive Directors
Graduation
Pretty simple document outlining roles and responsibilities ◦ All signators, whether they have a participant or
not, have to be on the steering committee
◦ One pool must “volunteer” to be the lead agency (collect tuition and pay bills)
◦ Steering committee formed once two pools had signed
◦ Steering committee serves without pay and can not employ actual staff – CAN contract for services
Association of Washington Cities Risk Management Service Agency
Enduris
Water and Sewer Risk Management Pool
Washington State Transit Insurance Pool
Washington Counties Risk Pool
Washington Cities Insurance Authority
Chair – Joanne Bisquera from Enduris
Leading Agency – Tracey Christianson from WSTIP
Duties are split up based on who can do what and we try to spread duties as evenly as possible among Steering Committee members
Distribution of program materials
Talked it up
Assistance of general managers in expressing support
Participant had to: ◦ Get their supervisor’s support
◦ Write an essay – essays sent without names to consultant
Consultant ranked participants ◦ 20 or more - ranking would have be used
Eight participants were accepted and welcomed
Participants did a self-assessment of leadership abilities
Orientation/Kick Off Meeting ◦ Get to know you
◦ Program explanation
◦ Mini leadership seminar … larger one planned for later in the program
Starts August 1
Ends November 30
Participant watches module first
Participant gets the opportunity for a webinar with subject matter expert ◦ Short presentation
◦ Q & A
Pool Formation, Foundation Documents, Regulation ◦ Shannon Stuber, State of Washington
Coverages ◦ Ann Bennett, Washington Cities Insurance Authority
Basic Concepts of Risk Transfer ◦ John Chino, Arthur Gallagher
Actuarial Analysis ◦ Kevin Wick, PricewaterhouseCoopers
Finance ◦ Lynn Scharff, Enduris
Underwriting ◦ Jerry Spears, Washington State Transit Insurance
Pool
Risk Management in Pooling ◦ Derek Bryan, Washington Counties Risk Pool
Governance and Education ◦ Al Hatten, Washington State Transit Insurance Pool
Claims and Litigation Management ◦ Sheryl Brandt, Enduris
Development Plan with their supervisor
Local pool interviews
Other pool visits: pool’s Board meeting and/or meet with their staff
Each pool agrees to allow participants to attend their training events to help with Development Plan goals
Midway through modules
Two day leadership training event
Customized based on group survey and feedback (approved by steering committee)
October 10 and 11, 2016
Group project kick off meeting on December 14
Group project presentation on April 11 ◦ To Executive Directors of pools
April 28
Post graduation evaluation of the program ◦ Viability
◦ Success
◦ Changes needed
◦ Impact
Contact me or any pool participant regarding questions. ◦ Tracey Christianson, 360 786 1628 or
Materials available: ◦ PROGRAM OVERVIEW (13 pages)
◦ MEMORANDUM OF UNDERSTANDING (5 pages)
◦ CONSULTANT CONTRACT (5 pages)
◦ ORIENTATION SESSION / KICKOFF MATERIALS (14 pages)
John Ashton Executive Director
Arizona Public Employers Health Pool [email protected]
Tracey Christianson Member Services Manager
Washington State Transit Insurance Pool [email protected]
Steve Craig Managing Director
VML Insurance Programs [email protected]
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