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Claim Leadership Model-Change Management

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Heidi Stewart Lewin

The document provides an overview of the history and development of the Claims Leadership Model (CLM) at The Hartford insurance company. It describes how the CLM was created to shift supervisors from a transactional to transformational leadership style. An assessment found supervisors spent little time coaching employees. The CLM trained supervisors to focus on employee development through daily huddles and feedback. There was initial resistance from supervisors and staff. After implementation, all key business metrics improved, showing the success of the new model.

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The Hartford (Landseer, 1851) AND THE CLAIM LEADERSHIP MODEL Heidi Lewin EDUC 6105 Orgs, Innovation & Change
Please turn on your Speakers
History of the Company-Early beginnings May 10, 1810 (Firetruck, 1901) (Nathaniel Terry,Portrait n.c.). (Great Fire of 1835, n.d), (Landseer, 1851), ( Morse, n.d.)
History of the Company-Famous Insureds (Abraham Lincoln House, n.d.), (Abraham Lincoln, n.d.), (Babe Ruth, n.d.), (Lee House, n.d.), (Buffalo Bill, n.d.), (Timmons, n.d.),
History of the Company-Major projects (Golden Gate Construction, n.d.), (Golden Gate,, n.d.), (Hover Dam Construction, n.d.), (Hover Dam, n.d.)
History of the Company - Present Day (The Hartford [HIG], n.d.), (AARP Logo, n.d.), (US Paralympics and The Hartford, n.d.), (Larry The Stag, 2010)
CEO Comm. Markets Talcott Resolution Mutual Funds HIMCO Financial Law Consumer Markets Middle Market GB Claims Chief Claim Officer Large Loss Spec. Invest. Field Claims Work Comp HHI Auto Practices Gen. Liability Group Benefits Sales & Distribution Select Customer Property & Marine Property Chief Underwriter Claims Legal Actuary Comm Markets Claim Services Actuary Reserving Field Ops Finance Human Resources Enterprise Risk Mgmt
The Hartford Culture Pre-Remote Worker Program Top-Down decision making process Reactionary Change Northeast culture and viewpoints Out of touch Post-Remote Worker Program Collaborative decision making process Proactive Change Viewpoints and cultures from country wide Engaged Leadership team (The Hartford, 2013)
The Claims Leadership Model-CLM Why Transactional vs. Transformational Leadership Improvement in the 3 business metrics File Quality Customer Service Work Environment Daily activity breakdown for front line leaders 85% of their time performing process driven work 7-10% coaching 5-8% of their time doing team administrative work Front line leaders were not empowered to lead their teams Who? Claim staff from all lines of business Change Process Post Implementation guidelines How? (D. Carrow, personal communication, November 13, 2013)
The CLM Process - Assessment and Planning Initial Survey with McKinsey & Company Process and Time studies using Six Sigma studies Project managers traveled to TD Ameritrade to observe the Lean Management System Outcomes (D. Carrow, personal communication, November 13, 2013)
The CLM - Change Front line supervisors focus shift Employee facing activities vs. All Quality file reviews Daily team huddles Benchmark performance reviews on a team level Weekly department huddles New daily activity breakdown for front line leaders 50% Employee facing activities 30% File level activities 20% team oversight and professional development (D. Carrow, personal communication, November 13, 2013)
The CLM - Resistance Front Line Supervisors Time management Flavor of the month Performance level decline Pay for performance culture Claim staff Waste of time-time management issues Intrusive Uncomfortable with a less structured performance assessment (R. Garcia, personal communication, November 15, 2013)
The CLM - Implementation Training for front line supervisors Need for the model Increased business metrics Proper way to conduct employee facing activities Use of daily huddles How to provide appropriate feedback Identify those employees with a high performance level Communication-key to implementation. (E. Bounds, R. Guillermo, M. Drescher, & V. Mayorga, personal communication, November 20, 2013)
The CLM - Post Implementation Huddle guidelines established Feedback forms to document employee facing activities Leadership blog Handout for claim staff outlining the new model (D. Carrow, personal communication, November 13, 2013)
The CLM Success Story All three core business metrics saw an increase Overall File Quality - 78% to 85% standard files Customer Loyalty 82% to 87% satisfied Work environment 91% of claim employees would rather work for the Hartford than for anyone else. (D. Carrow, personal communication, November 13, 2013)
Reflections What went well Planning Research Implementation Communication to front line supervisors Follow up Area for improvement Claim representative communication and anticipation of resistance.
Reflections The change process incorporated many factors presented by Dr. Bligh Created a sense of urgency Communicated the rational for the change Identified likely resistors Created small wins Identified Structural obstacles Visionary vs. Reactionary (Laureate Education, n.d.)
References AARP Logo [Computer graphic]. (n.d.). Retrieved from bhpmss.org Abe Lincoln Illinois Home [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781464486.aspx Babe Ruth in Uniform [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287783787962.aspx Buffalo Bill [Lithograph on paper]. (n.d.). Retrieved from http://www.pbs.org/wgbh/americanexperience/films/cody/ Fire truck [Photograph]. (1901). Retrieved from http://fire.hartford.gov/PictureGallery/old_fire_truck.jpg Golden Gate Bridge Construction [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781376075.aspx Hoover Dam Construction [Photograph]. (n.d.). Retrieved from www.library.unlv.edu Hoover Dam [Photograph]. (n.d.). Retrieved from hoover-dam-directions.jpg. Landseer, E. H. (1851). Monarch of the Glen [Painting]. Retrieved from http://www.1artclub.com/the-monarch-of-the-glen-by-sir-edwin-landseer/ Larry the Stag [Photograph]. (2010). Retrieved from http://benhauck.com/wp-content/uploads/2010/05/landscape-opening-bell-as-larry-the-stag.jpg Laureate Education [Producer]. (n.d.). Sustaining change. Retrieved from Walden course EDUC 6105 Lee House at Arlington [Photograph]. (n.d.). Retrieved from http://washington.dukegill.com/images/Arlington_Cemetery_Arlington_House_001.jpg Mid-America Games for the Disabled [Computer graphic]. (n.d.). Retrieved from www.midamericagames.com Morse, S. F. (n.d.). Eliphalet Terry [Oil on canvas]. Retrieved from www.en.wahooart.com Nathaniel Terry [Painting]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781376075.aspx The Great Fire 1835 [Painting]. (n.d). Retrieved from http://newyorklookingback.blogspot.com/2011/12/great-fire-1835.html The Hartford. (2013). Map with Office Locations [Computer Graphic]. Retrieved from www.thehartford.com/sites/thehartford/files/facts-about-the-hartford.pdf The Hartford. (n.d.). Hartford Home Office [Photograph]. Retrieved from http://www.thehartford.com/higfiles/flash/historical_timeline.html Timmons, R. (n.d.). Robert E. Lee [Painting]. Retrieved from www.rebelyell1.com

More Related Content

Claim Leadership Model-Change Management

  • 1. The Hartford (Landseer, 1851) AND THE CLAIM LEADERSHIP MODEL Heidi Lewin EDUC 6105 Orgs, Innovation & Change
  • 2. Please turn on your Speakers
  • 3. History of the Company-Early beginnings May 10, 1810 (Firetruck, 1901) (Nathaniel Terry,Portrait n.c.). (Great Fire of 1835, n.d), (Landseer, 1851), ( Morse, n.d.)
  • 4. History of the Company-Famous Insureds (Abraham Lincoln House, n.d.), (Abraham Lincoln, n.d.), (Babe Ruth, n.d.), (Lee House, n.d.), (Buffalo Bill, n.d.), (Timmons, n.d.),
  • 5. History of the Company-Major projects (Golden Gate Construction, n.d.), (Golden Gate,, n.d.), (Hover Dam Construction, n.d.), (Hover Dam, n.d.)
  • 6. History of the Company - Present Day (The Hartford [HIG], n.d.), (AARP Logo, n.d.), (US Paralympics and The Hartford, n.d.), (Larry The Stag, 2010)
  • 7. CEO Comm. Markets Talcott Resolution Mutual Funds HIMCO Financial Law Consumer Markets Middle Market GB Claims Chief Claim Officer Large Loss Spec. Invest. Field Claims Work Comp HHI Auto Practices Gen. Liability Group Benefits Sales & Distribution Select Customer Property & Marine Property Chief Underwriter Claims Legal Actuary Comm Markets Claim Services Actuary Reserving Field Ops Finance Human Resources Enterprise Risk Mgmt
  • 8. The Hartford Culture Pre-Remote Worker Program Top-Down decision making process Reactionary Change Northeast culture and viewpoints Out of touch Post-Remote Worker Program Collaborative decision making process Proactive Change Viewpoints and cultures from country wide Engaged Leadership team (The Hartford, 2013)
  • 9. The Claims Leadership Model-CLM Why Transactional vs. Transformational Leadership Improvement in the 3 business metrics File Quality Customer Service Work Environment Daily activity breakdown for front line leaders 85% of their time performing process driven work 7-10% coaching 5-8% of their time doing team administrative work Front line leaders were not empowered to lead their teams Who? Claim staff from all lines of business Change Process Post Implementation guidelines How? (D. Carrow, personal communication, November 13, 2013)
  • 10. The CLM Process - Assessment and Planning Initial Survey with McKinsey & Company Process and Time studies using Six Sigma studies Project managers traveled to TD Ameritrade to observe the Lean Management System Outcomes (D. Carrow, personal communication, November 13, 2013)
  • 11. The CLM - Change Front line supervisors focus shift Employee facing activities vs. All Quality file reviews Daily team huddles Benchmark performance reviews on a team level Weekly department huddles New daily activity breakdown for front line leaders 50% Employee facing activities 30% File level activities 20% team oversight and professional development (D. Carrow, personal communication, November 13, 2013)
  • 12. The CLM - Resistance Front Line Supervisors Time management Flavor of the month Performance level decline Pay for performance culture Claim staff Waste of time-time management issues Intrusive Uncomfortable with a less structured performance assessment (R. Garcia, personal communication, November 15, 2013)
  • 13. The CLM - Implementation Training for front line supervisors Need for the model Increased business metrics Proper way to conduct employee facing activities Use of daily huddles How to provide appropriate feedback Identify those employees with a high performance level Communication-key to implementation. (E. Bounds, R. Guillermo, M. Drescher, & V. Mayorga, personal communication, November 20, 2013)
  • 14. The CLM - Post Implementation Huddle guidelines established Feedback forms to document employee facing activities Leadership blog Handout for claim staff outlining the new model (D. Carrow, personal communication, November 13, 2013)
  • 15. The CLM Success Story All three core business metrics saw an increase Overall File Quality - 78% to 85% standard files Customer Loyalty 82% to 87% satisfied Work environment 91% of claim employees would rather work for the Hartford than for anyone else. (D. Carrow, personal communication, November 13, 2013)
  • 16. Reflections What went well Planning Research Implementation Communication to front line supervisors Follow up Area for improvement Claim representative communication and anticipation of resistance.
  • 17. Reflections The change process incorporated many factors presented by Dr. Bligh Created a sense of urgency Communicated the rational for the change Identified likely resistors Created small wins Identified Structural obstacles Visionary vs. Reactionary (Laureate Education, n.d.)
  • 18. References AARP Logo [Computer graphic]. (n.d.). Retrieved from bhpmss.org Abe Lincoln Illinois Home [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781464486.aspx Babe Ruth in Uniform [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287783787962.aspx Buffalo Bill [Lithograph on paper]. (n.d.). Retrieved from http://www.pbs.org/wgbh/americanexperience/films/cody/ Fire truck [Photograph]. (1901). Retrieved from http://fire.hartford.gov/PictureGallery/old_fire_truck.jpg Golden Gate Bridge Construction [Photograph]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781376075.aspx Hoover Dam Construction [Photograph]. (n.d.). Retrieved from www.library.unlv.edu Hoover Dam [Photograph]. (n.d.). Retrieved from hoover-dam-directions.jpg. Landseer, E. H. (1851). Monarch of the Glen [Painting]. Retrieved from http://www.1artclub.com/the-monarch-of-the-glen-by-sir-edwin-landseer/ Larry the Stag [Photograph]. (2010). Retrieved from http://benhauck.com/wp-content/uploads/2010/05/landscape-opening-bell-as-larry-the-stag.jpg Laureate Education [Producer]. (n.d.). Sustaining change. Retrieved from Walden course EDUC 6105 Lee House at Arlington [Photograph]. (n.d.). Retrieved from http://washington.dukegill.com/images/Arlington_Cemetery_Arlington_House_001.jpg Mid-America Games for the Disabled [Computer graphic]. (n.d.). Retrieved from www.midamericagames.com Morse, S. F. (n.d.). Eliphalet Terry [Oil on canvas]. Retrieved from www.en.wahooart.com Nathaniel Terry [Painting]. (n.d.). Retrieved from http://iconnect.thehartford.com/Pages/Archive1287781376075.aspx The Great Fire 1835 [Painting]. (n.d). Retrieved from http://newyorklookingback.blogspot.com/2011/12/great-fire-1835.html The Hartford. (2013). Map with Office Locations [Computer Graphic]. Retrieved from www.thehartford.com/sites/thehartford/files/facts-about-the-hartford.pdf The Hartford. (n.d.). Hartford Home Office [Photograph]. Retrieved from http://www.thehartford.com/higfiles/flash/historical_timeline.html Timmons, R. (n.d.). Robert E. Lee [Painting]. Retrieved from www.rebelyell1.com