Insight & Planning · Sunderland RSA Background •General Insurer trading in Personal and...

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Changing GearRise to the Customer Challenge

Insight & Planning

Award Finalist PresentationsRSA

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Welcome

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Before we start, have a chat with colleagues from other

organisations…

■ What operational engagement challenges does your

business face?

■ What are you hoping to learn from these case study

presentations?

This session is being videoed

■ Conversations in groups or tables will not be recorded

■ Comments made to the whole room will be recorded so please introduce

yourself with name, job title and company

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Site visits

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Please use one of the peach booking forms on your

table to book a site visit..

■ The site visit for RSA will be on the 16th of June in

Halifax

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Agenda – RSA Case Studies

Presentation by Paul Sweet

Presentation by James Taylor

Questions and panel discussion led by Martin Hill-Wilson

-Nick Moule-

Head of Planning

Capita

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Changing GearRise to the Customer Challenge

RSA

Shared services: making things better together

Paul Sweet– People Change Leader

MAKING THINGS BETTER

RSA Operations Development

The Forum Innovation Award Submission

APRIL 2015

Peterborough

Halifax

Manchester

Horsham

Chelmsford

Birmingham

Redhill

London

Leicester

Bristol

Cardiff

Leeds

EdinburghGlasgow

Liverpool

Ipswich

Sunderland

RSA Background

• General Insurer trading in Personal and Commercial Insurance

•17 UK locations over 6,500 staff

• UK and Offshore Outsource Operations

•Complex environment range of front office, blended and back office operations teams across Sales, Service and Claims functions

•UK business supported by central Operations Development team providing

• Resource Planning• MI & Insight• Transformation and Change• Customer Complaints• SRM

Making Things Better…

We have driven forward 2 changes over the last year to improve both our engagement with our stakeholders and our ability to

deliver insight to improve business performance:

1. Developed and implemented the ‘IMPACT’ programme to get to the heart of performance for 1000 of our front line handlers

To date Impact has delivered £18m of savings within our UK Claims Operation

2. Within our Resource Planning team, we built on feedback from the PPF Standards Audit to improve the value we give our

internal customers:

During 2014 we have reduced our team headcount by 18% whilst working with our customers to identify c£5m of

benefits across the UK business

Getting to the heart of performance

improvement in claims

Paul Sweet

People Change Leader

Headlines…

10

• We have developed a method for saving 10% of

indemnity spend in high volume claims operations

• Our way of thinking cuts to the heart of how the

operations are run and managed

• The implementation changes the entire system of work,

but requires little IT investment

Why focus on claims? Because 70% of Insurance Premium is paid out in Claims Costs

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Commonly held

beliefs in Claims

Organisations

• Technical

Frameworks

Control Claims Cost

• Audit and

Compliance

controls people

“Do these 2 and you

will have a well

managed and

controlled operation”

Here is an example of an operational claims team…200 people, 5 sites, £100m spend p/a, well regarded internally.

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But we were more interested in the

quality of the decisions being made

Perceived to be well

controlled because:

• Well documented

processes

• Systems driven rules

• Good Claims Leakage

scores

• Lots of KPIs and

Management Reports

(and targets)

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Ho

w M

uch

of

a R

edu

ctio

n w

as

Agr

eed

?

How Often is a Reduction Negotiated?

Average Reduction = 15%

Average Frequency = 43%

= One handler (with a minimum of 20 MOJ settlements)

Key

What is going on here?

The difference we made

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Ho

w M

uch

of

a R

edu

ctio

n w

as A

gree

d?

How Often is a Reduction Negotiated?

Purpose is everything...

Establish the teams’ purpose, then use this framework to improve performance

What am I here for?

PURPOSE

Have we had a good day?

MEASURES

Fix the broken processes

PROCESS

Improve my skills

COACHING

What am I here for?

PURPOSE

Have we had a good day?

MEASURES

Fix the broken processes

PROCESS

Improve my skills

COACHING

Learning Teams

Peer-to-peer sessions where our people listen to calls and coach each

other ... How can we control indemnity?

BRILL Sessions

Workshops to remove waste, identify issues

and come up with solutions... Solutions

that our people deliver!

Focus Group

Gives clarity to the team about their purpose.

Based on performance data and an open

question about barriers to improvement.

Huddles

Short, sharp team huddles, focusing on

challenges, celebrations, performance and results to fire our people up for

the day.

IMPACT delivers practical techniques that change the culture and free people to deliver their best work

Q: Where else has it worked?

A: Where we have people

making important decisions

- 10 major implementations

- 1000+ FTE

- £18m in benefits…

Appendix

Here’s a real example of the Visual Display Boards we used for the key

measures in each team

The culture survey showed a significant increase in the teams’ scores

on 4 main questions

0 1 2 3 4 5

In my team we measure the things that are most important in my daily work.

I am empowered to make the right decision to settle my claims in the best way.

I know how to change processes or systems if they are not doing the right thing.

I get good coaching on how to improve my ways of working

Strongly Disagree

Strongly Agree

Neither Agree /Disagree

Average score after = 3.9

Before

After

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Changing GearRise to the Customer Challenge

Thank You

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Questions

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The site visit for RSA will

be on the 16th of June in

Halifax

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Changing GearRise to the Customer Challenge

RSA

Shared services: making things better together

James Taylor– Planning Solutions Leader

Resource Planning Driving Value

James Taylor

Head of Resource Planning

Headlines…

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• Feedback suggested we needed to be closer to our

customers to leverage our planning skills

• We introducing dedicated Business Partner roles in the

planning team:

• understand the challenges faced by our operations

leaders

• unlock the value of our Planning Analysts

• We reduced our overall team headcount by 18% whilst

identifying c£5m of benefits across the UK business

In 2013 we were accredited externally by Professional Planning Forum as Best in Class...

...so we knew we had great skills and capability

RSA are industry leaders

Opportunities to learn from external planning teams

Overall Best in Class

How we did it…

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• Introduced new roles with clear purpose

• Placed our people in roles in line with their key skills and

strengths

• Used internal SOAR advocate groups and Brill

techniques to increase our effectiveness

• Created mini “account” teams to absorb business

knowledge

• Business Partners worked with our customers and

planners to identify and solve business problems

• Built a value tracker to focus effort and share learnings

Business Partners

RESOURCE PLANNING

Supply Team

Reso

urce

Pla

ns

Telephony Team

Rout

ing

Demand Team

Cust

omer

Dem

and

We re-structured to play to the strengths of our people and take us closer to our customers

Insi

ght &

Con

sulta

ncy

…ensuring the Operation has the right number of people with the right skills at the right time to deliver world class NPS at the right cost

Strategy Team

Long

Ter

m P

lans

Mission Control

Inci

dent

Man

agem

ent

& S

ervi

ce O

vers

ight

We’ve had some fantastic results…

….but most valuable of all is the engagement & trust we have built with our stakeholders

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• Throughout 2014 we tracked the

value we added to our UK business

• We identified £4.7m of benefits

through cost savings or cost

avoidance

• Our internal cost base reduced by

c20% to £2.5m

WINTER 2013/4 WORST SERIES OF UK STORMS IN 150 YEARS

600% increase in weather claims

WE DISCOVERED OUR SURGE PLANS COULD BE BETTER…

WE NEEDED A ROBUST SURGE PLAN…

Our Business Partner worked across Claims, Ops teams and wider

Resource Planning team to:

1. Leverage the wider teams resource planning skills and build

a surge model to understand impact of events on customer

demand

2. Think wider than resource planning by showing impact of

surge resource plans on cost, complaint volumes, service level

and NPS

3. Work in partnership with Operations to agree robust resource

surge flex plans across the UK business

WHAT OUR CUSTOMERS THINK…

“We can now demonstrate to stakeholders and partners how likely a 5,000 storm event is to happen, what options we would need to deploy and what impact this has on our customers”

Gary McEwan, Head of Home Claims Field Operations

FOLLOWING HEADCOUNT REDUCTIONS WE NEEDED TO HELP THE COMMERCIAL REGIONS BUSINESS DO MORE WITH LESS…

Our Business Partners worked across Commercial and the wider

Resource Planning team to:

1. Leverage the wider teams resource planning skills to identify

opportunities to manage flex & holidays to reduce overtime and

improve service

2. Think wider by coming up with creative solutions to apply front

office planning solutions to a back office environment without a

back office WFM system

3. Work in partnership with the Operation, running capability &

flex workshops to get buy in and ensure that leaders see and feel

the benefits of the new approach

THE IMPACT ON OUR BUSINESS

Savings of c£300k:

• Overtime reductions

• Capability FTE benefits

• Control over flex and holiday shrinkage

WHAT OUR CUSTOMERS THINK…

“In large organisations and running varied and cross-skilled teams across multiple locations, we are wholly reliant on effective and skilled business partners to enable decision making, challenge our thinking and support strategic change and development.

In your team, not only do we have these skills, but even more important to me, we have brilliant relationships that are built on trust, collaboration and a genuine knowledge that we partner together as much as we can to achieve the right outcome for the business.”

Kelly Kay, Trading Centre Manager, Regions

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Changing GearRise to the Customer Challenge

Thank You

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Questions

38

The site visit for RSA will

be on the 16th of June in

Halifax

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Changing GearRise to the Customer Challenge

RSA

Shared services: making things better together

Presentation of Finalist Certificate

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Changing GearRise to the Customer Challenge

Thank you to our finalists

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