In an insurance landscape shaped by shifting customer expectations, the key to success is understanding how to respond with quality service. With International Women’s Day approaching, we checked in with a few of the talented women in our claims and client services groups to explore what service excellence looks like. Amy Cooper, VP — Carrier Practice Sales, leads Gallagher Bassett experts Irina Simpson, Alma Magana, Dawn Griffin, Margaret Viss, and Kathy Doyle in a roundtable discussion exploring how our experts deliver claims and client service excellence every day.
Amy Cooper (AC): From the perspective of your role, how have client expectations and the focus on receiving quality service evolved over time?
Alma Magana, SVP — Liability/Property Quality Program (AM): Over time, client expectations have evolved significantly, particularly with advancements in technology and communication. Clients now anticipate a higher level of service, characterized by prompt responses and comprehensive data-driven insights. The ability to stay connected has heightened their expectations for immediacy and transparency in our interactions. As a result, we are continually adapting our processes to ensure we meet these expectations by leveraging technology to provide timely and detailed information, thereby enhancing the overall client experience.
Irina Simpson, EVP — Workers’ Compensation (IS): The industry evolves, as does the broader U.S. economy, and with it, expectations evolve. There’s a lot more focus on technology. There continues to be an elevated focus on talent retention because — even with availability of all the technological tools, including generative AI and other advancements — our business and our world still rely on people. The human factor plays a dominant role in terms of accomplishing outcomes and driving claim results. As such, client expectations remain high in effort to ensure they receive prompt service delivery, excellence around quality, and continued positive outcomes.
Dawn Griffin, SVP — Carrier Business Solutions (DG): Carrier clients expect GB to thoroughly evaluate the health of their entire program, and they use their total revenue and perceived claim outcomes to influence our service model, pricing, and business volume. This requires GB to have in-depth insights into all aspects of a carrier’s program, including multiple lines of business, varied partners, strategic units, paper companies, and both bundled and unbundled insureds. They expect strong results, delivered by a responsive team and for an optimized cost. Another strategy we’re implementing to manage these dimensions is claim segmentation, which enables us to develop niche expertise, drive claim-specific outcomes, and align our cost structure with a client’s exposure profile.
Margaret Viss, VP — Carrier Client Services (MV): The level of transparency into our processes, plans, and priorities has significantly increased over time. Our clients expect to fully understand how we manage quality, including clarity around our initiatives, how we measure our team’s performance, and what our own internal dominant priorities are. They want us to be fully aligned as a partner.
Kathy Doyle, VP — Claims Operation (KD): As technology has evolved, I see more of a focus on email communications rather than phone calls, but relationships with clients are not built through email alone. I encourage my staff to build a rapport with each client with regular phone calls. I ask that they take the time to listen to and learn what is important to our clients, ask about what we are doing well or what we could do better, and share how we can most effectively handle their claims. Of course, following up with an email to confirm conversations, action plans, etc. is important to our records and documenting files.
AC: How is Gallagher Bassett responding to these evolving expectations?
AM: Gallagher Bassett is proactively responding to evolving client expectations by leveraging advanced technologies. We utilize AI to efficiently summarize file notes and documents, enhancing our ability to provide timely and accurate information. Additionally, our text-to-email capabilities enable us to communicate with clients more swiftly, ensuring prompt and effective service delivery. These innovations reflect our commitment to service excellence and our dedication to meeting the dynamic needs of our clients.
IS: We continue to make our people our priority, and, ultimately, that translates into everything we do. Whether this is through internal solutions, technological solutions, or analytical solutions, we shape our operations with our Resolution Managers (RMs) in mind. We want to make sure they are the most effective and able to do their work in a way that leads to the superior outcomes our clients expect. We also focus on creating an engaging work environment, attracting the right talent, driving retention efforts, and investing in learning and educational development so that we foster a workforce that is proud of their work and drives our GB culture.
DG: We are creating service standard guidance to unify our internal service offerings and enhance transparency with clients. Our goal is to benchmark performance using key metrics, comparing to a client’s past performance, the SMART benchmark (GB’s tool for comparing claims of like complexity), and credible external sources like ODG WC metrics. This approach aims to objectively measure superior outcomes and proactively manage client programs in alignment with our Claim Operation.
MV: In terms of innovations, GB is always moving forward. We engage our clients in our initiatives by sharing our plans and timelines and keeping these in front of them. We invite our clients to participate in test phases, actively engaging them for feedback and sharing analytics.
KD: The system updates and advances with AI, including GB’s Claim Summarizer, which provides a great lift to our RMs. This tool gives our staff more time to partner closely with our clients, respond timely, and work efficiently to move claims toward resolution. Everyone is responsible for service excellence. RMs need to communicate and respond timely to clients, injured workers, and medical providers. Supervisors need to coach our RMs and provide file directives to push proactive file handling. Branch Leaders need to own the level of quality we deliver and communicate regularly with our clients and carriers to ensure we are providing the service they expect.
AC: Can you share an example where you have participated in or witnessed service excellence in action in the last 12 months?
AM: I have been with GB for six months, and during this time, I have witnessed service excellence through our quality audits, where external customers have awarded us scores as high as 99% from some carriers, demonstrating our commitment to superior claims handling. Many clients from a wide variety of industries have recognized and rewarded our outstanding service, further affirming our commitment to delivering exceptional client experiences.
IS: The sheer number of awards and compliments our people receive from clients speaks to GB’s service excellence. Recently, one client announced the first, second, and third place for their program’s top RMs and associates, and this is only one example of our clients taking the initiative to recognize our performers. They are excited to reward and invest in the talent because of the work being done for their programs.
DG: Over the past 7 months in my new role, I’ve witnessed service excellence through GB’s unified efforts in addressing complex service needs for both prospects and existing clients. Our Carrier Sales and Client Services Leads excel in navigating difficult client conversations and demonstrate perseverance in brokering strong resolutions that benefit both our clients and GB. Their commitment to finding the best solutions, even in challenging situations, is truly commendable.
MV: Recently, a client was experiencing a significant number of client–charged penalties due to late actions. We worked with our analytics team to trace the issue, then reached out to our carrier partner to engage them in the solution. We worked together to develop a workflow that resulted in a significant reduction in the client’s penalties. This benefited both the client and carrier, since the penalty was considered to be a reputational risk.
KD: We had a serious accident involving multiple employees for one of our insureds. It was a case likely needing a referral to GB’s Major Case Unit (MCU), our team of seasoned transportation claims professionals, but our RM quickly contacted all parties, set up nurse case management for the injured workers, and delivered benefits promptly. Once the investigation was completed and the benefits were initiated, the RM and Supervisor coordinated with the MCU team for a seamless transition of the claims. The client, who was new to GB, raved about the exceptional work by the team and noted it was the best service they had seen in 20 years.
AC: What’s one key lesson you have learned in your career that has helped guide your approach to delivering service excellence to clients?
AM: One key lesson I’ve learned in my career is the importance of being proactive and creative in identifying potential issues before they arise for the customer. This approach, combined with active listening and tailoring strategies to meet the specific needs of clients, ensures that we not only address their current concerns but also anticipate future needs. Understanding stakeholder interests and effectively communicating our approach further enhances our ability to deliver service excellence.
IS: For me, the industry, especially claims management, has always been about being a perpetual student and being curious. Our industry evolves so fast, whether it is regulatory or jurisdictional changes, how a client manages their business, or shifting workforce demographics. It is never stagnant. Every time you feel like you have a handle on it, something new happens, like when we went through the pandemic and had to completely change how we engage the workforce. Being a permanent student means trying to find ways to learn, educate, and invest in your own professional development. You can never invest too much in yourself as you continue to elevate professionally, which ultimately helps your personal development as well.
DG: Success hinges on a compassionate mindset, strong engagement, and a collaborative approach to meeting client needs. These attributes reflect an “all in” attitude that resonates with clients and builds trust by prioritizing their success in our efforts.
MV: The key to delivering service excellence is fully understanding your client’s program. Your client must know that you are engaged, interested, and in step with their priorities. When they know this, they also know that you are an active advocate for them.
KD: Be a good listener. We can talk about excellence and customer service, but the key is to really listen. We need to understand the customer’s needs and expectations, communicate the expectations to our team, and work together to deliver the best possible service.
AC: Thank you all for sharing your thoughts with our readers!
One key lesson I’ve learned in my career is the importance of truly listening to clients to understand their needs before offering solutions. Delivering excellent service isn’t just about fulfilling requests; it’s about empathizing with clients and addressing their desired outcomes. Active listening is essential to achieving this.
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