Setting Strategic Claims Goals (part 2)
In the first part of this mini series I talked about the need to research effectively to find out the core information the claims leadership team needs to consider before creating strategic goals
Now I am going to outline a simple process to guide the team.
It is pretty basic stuff but I recommend now you work out:-
- What services need to be delivered to clients and other parties
- How you need to deliver these services
- What you want to be known for
- What measurement needs to be put in place
The answers to these questions will be influenced very much by the research already carried out. They will be affected by the business need to deliver certain products in certain ways
Mapping out your views should be via a stakeholder matrix. So, if you think you need to deliver certain outcomes make sure you map this against client needs, internal requirements and against any other material requirement such as a regulatory need.
However, to put all of this in context you should start the process by considering what personal values are key drivers in the workplace. Things like integrity and honesty. These should shape the goals you identify and will be key to your service framework
As a leadership group it is a good idea once in a while to discuss what is really important to each of you personally. Sometimes this stuff is taken for granted. Creating emotional alignment based on values can be hugely powerful and valuable.
If you are not sure how to do this let me know and I will outline a simple exercise to guide you.
The model I use with clients for the overall process is called the Service Culture Template.
This is a one page document that captures all the key requirements and outputs and identifies the how, what and why. As a leadership team once you have created your first draft its time to take to the rest of claims and involve them in challenging the template outputs so that when the final document is produced all staff have been involved in the process and are completely aligned with the strategic goals for claims
Finally be sure that the delivery requirements you have identified have measurement that specifically captures what you have said is important. If you get this right colleagues will get rewarded for the right outcomes and... the right behaviours..
Hopefully what I have outlined above makes sense. The organisations I have introduced this process into tell me it has materially made a difference to their business, delivering not only alignment of goals but a real sense of purpose.
If you would like to learn more please do not hesitate to contact me