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Growing Insurer Quickly Expands Talent Base While Getting HR Function Under Control
The Challenge
Facing tough competition, a premier provider of insurance products in California needed a new business model – as well new people to get the job done. In order to win significant market share with reduced pricing, the company would have to be nimble, and employ, develop, and retain talented (non traditional insurance) people who would deliver exceptional customer service while putting outdated, bureaucratic systems behind them.
Changes included plans for rapid growth in management, staff, and infrastructure, as well as changes to key outsourcing relationships for key functions like underwriting and claims administration.
In order to win significant market share with reduced pricing, the company would have to be nimble, and employ, develop, and retain talented (non traditional insurance) people who would deliver exceptional customer service. How could the company rapidly grow a talented team with its limited administrative and human resources infrastructure?
The Solution
The Result
The company grew to the third largest carrier in the field within 3 years (as measured by revenue). The company’s revenue per headcount and profit per headcount were the envy of the industry. Within 5 years of inception, the company was acquired by Berkshire Hathaway’s insurance group.
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