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The "How-to" Book:
A Practice Management Guide
Developing a Business Plan Human Resource Management Facilities & Equipment Financial Management Business Continuity
Human Resources
Contents
Introduction
Staff
Rationale for hiring staff
What is your time worth?
Recruitment & interviewing
Secretarial assistance
The office pool
Findinq qualified assistance
Staff Selection and Testing Process
The application
Tests
Interviewing
Checking the resume and references
After the interview
The firing process
Testing
Staff training
Orientation
Telephone customer relations training
Compensation
Policy manuals
Company information
General personal policies
Business ethics
Administrative procedures
Personnel management
Supervising & motivating employees
Conducting job evaluations
Training employees
Giving & receiving criticism
Finding a balance
Improving the problem employee's performance
Types of disciplinary action
Professionalism
Time management
Analyzing current use of work time
Taking time to plan
Special concerns about planning time
Identifying timewaster
MDRT member's top timewasters
Secretaries top timewasters
A Process for solving problems
Technology for scheduling
Insurance against chaos
Conclusion
Self management
The same six ways
Ten rules to overcome procrastination
Sample documents
Home > Human Resource Management Untitled

Introduction

Successful life underwriters are generally those who have learned to make maximum use of their selling time. An important factor in maximizing selling time is the delegation of as many sales support activities as possible to other people.

Most MDRT members view a good staff as a necessity, not a luxury. However, a staff need not be large to be effective. Staff currently employed by many MDRT members range from just one person to a coordinated team of clerical and professional people. The size of your staff will depend upon your personal needs and method of operation.

The purpose of this unit is to help you evaluate your present and projected business operation in terms of personnel needs. It will attempt to stimulate your thinking on the cost efficiency of adding personnel to your operation. To do this you will need to consider three factors:

1. The rationale to employ when trying to decide whether or not to hire personnel;

2. Approaches to personnel selection, once you have decided to hire;

3. Training programs to help you maximize your personnel investment by helping your staff grow with your operation.

The greatest potential for increased sales is in better organization of your office and service facilities. The agent’s time must be spent in front of prospects and clients. It has been proven that agents with competent staff produce more business.

The Million Dollar Round Table has published the findings of a 1991 Cost of Doing Business Survey, comparing the income and expense data of over 600 U.S. and Canadian members. The full report can be found in MDRT’s magazine, Round the Table, November/December 1992. For a copy of the current survey results, contact Information Services Department, MDRT, 325 West Touhy, Park Ridge, IL 60068-4265 USA - 708/692-6378 or by Fax 708/518-8921.

We acknowledge, with gratitude, the following companies which have allowed us to include their materials in this Human Resources section: The Caliper Corporation, E.F. Wonderlic Personnel, Inc., Professional Secretaries International, Rabjohns Financial Group and the Million Dollar Round Table.

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