Case Study 2

Website:

http://www.jobstreet.com.my/en/job/senior-executive-database-application-2874437

1.0 Company Back group

Petroliam Nasional Berhad (PETRONAS) established in 1974, is Malaysias fully

integrated oil and gas multinational ranked among the largest corporations on FORTUNE
Global 500. As the custodian for Malaysias national oil and gas resources, PETRONAS
explore, produce and deliver energy to meet societys growing needs.

The growing demand for energy inspires and strengthens our purpose to steadily drive
for new solutions and push boundaries towards a sustainable energy future. PETRONAS
enterprise apply innovative approaches to technology which helps unlock and maximise
energy sources from even the most remote and difficult environments. This company had
fully integrated value chain spans from exploration to marketing, logistics to technological
infrastructures, with operations in over 50 countries around the world.

Throughout their rapidly expanding network and steady growth trajectory,

PETRONAS has consistently and successfully implemented various social, environmental
and community programmes, guided by its larger Corporate Sustainability Framework, in
carrying out business in a socially responsible and holistic manner for the benefit of both the
present and future generations.

PETRONAS ICT Sdn Bhd is a wholly owned subsidiary of Petroliam Nasional

Berhad (PETRONAS), Malaysias fully integrated petroleum company. They are the digital
technology enabler that supports PETRONAS to be a leading oil and gas multinational of
choice. PETRONAS enterprise was multinational workforce of more than 1,400 people
deliver mission-critical, innovative and secure ICT solutions within PETRONAS in 65
countries, servicing more than 49,000 employees worldwide.

2.0 Career
 As a global energy player, PETRONAS offers opportunities all over the world. They
had workforce covers more than 30 countries and we recognise that our people are the key to
PETRONAS successful and rapid growth around the world.

PETRONAS was ranked among the Top 5 Best Companies for Leadership in Asia by
Hay Group in 2013. They invested heavily in recruiting and maintaining a talented workforce
to nurture and develop our people so they can make a difference in the industry and
communities.

3.0 The Employment Term and Conditions for Jobs

1. Job Vacancy: Senior Executive, Database & Application

2. Location: Kuala Lumpur
3. Minimum Qualification: Bachelor's Degree or Advance Diploma
4. No of vacancies: 1
5. Address: No. 24, Menara Perak, Level 17, Jalan Perak
6. Requirements:

A Bachelors Degree in Management, Computer Science or other relevant fields.

Minimum 5 to 7 years for total working experience in the relevant field.
ITIL Intermediate, COBIT certification would be an advantage.
Relevant professional certification in the ICT Field would be an advantage.
Knowledgeable in the relevant IT solutions or operations and management of solution
planning tools.
Experienced in driving strategy and identifying business opportunities in line with the
client's goals and objectives.
Exceptional presentation and communication skills.

7. Task and Responsibility:

The Senior Executive is responsible to oversee and lead the development and
execution of services within the PETRONAS enterprise applications and database portfolio,
throughout its lifecycle. This position will also be supporting the IT governance process by
establishing and maintaining the frameworks, methodology and relevant processes to operate
in the most cost effective manner, in collaboration with other delivery units within
PETRONAS ICT.
 Next, this career job should establish and lead the development of PETRONAS
enterprise application and database policies and standards within the Application Platform
domain based on PETRONAS business expectations; to drive consistency across
PETRONAS Group in terms of adoption and quality of delivery. In the addition, as a senior
executive, they should contribute to the establishment and governance of PETRONAS
enterprise application and database roadmap, solution implementation strategy, solutions
architecture and systems landscape in compliance with PETRONAS Enterprise Architecture
policies and standards to ensure investments are optimised.

Furthermore, they also need to drive and support the design, development,
deployment and operations of enterprise solutions within the Application Platform domain to
ensure quality and compliance with established architecture, policies and standards to sustain
consistency of Enterprise Application and Database services across PETRONAS. For
instance, streamline and manage total costs of developing, maintaining, and operating
products and systems to drive cost optimisation for Enterprise Application & Database
services across PETRONAS Group.

This career suppose can contribute, participate and facilitate in promoting the usage of
Enterprise Application Platform, resolve business or technology issues and identify
continuous improvement opportunities. For example, they can establish, drive and implement
Application Platform related strategic initiatives within Group ICT.

Last, this career must drive and maintain a strong collaboration with identified
Application Platform principals and partners to understand and improve utilisation of
products and services whilst sustaining an effective working relationship. In other, they must
develop and maintain Service Delivery Processes, Operations Handbooks (based on industry
best practices) and Standards such as effort estimate guidelines, Naming Conventions to
continuously enhance the quality of service delivery to PETRONAS Group.

4.0 Development plan for Senior Executive, Database and Application Job
Strategic Planning for trainer:

Step1: Consider your business goal.

Step 2: Defining a vision for your career.

Step3: Discussion and communication with new employees.

Step4: Create relationship building skill for employees.

Step5: Committing to specific action steps for achieving them.

Step6: Apply the new skills in the workplace.

Before you set objectives for employees, PETRONAS enterprise should try to align
their development plan with the companys needs. Otherwise, PETRONAS organizer and
their employees efforts could be all for not. PETRONAS must start by considering which is
long or short-term for the business objectives. Then identify the necessary skills, knowledge
and competencies that support those objectives.

Your overall company vision will set the tone for the rest of
the leadership development plan. For instance, PETRONAS organizer can coaching and
develops team development become more effective such as highly motivated individuals and
teams to achieve common goals. In other, PETRONAS can plans organizational commitment
aligns actions and decisions with the mission and vision of the organization with
enhancement acts with integrity and defends, promotes values-based behaviours and sets
challenging personal and broad organizational performance standards and pursues them with
passion and energy.

Next, trainer should clearly understanding about must responsible to making positive
impact for PETRONAS organization and beyond. And then, PETRONAS organizer must try
to talk with staff, have a face-to-face discussion with each of your team members to get a
better understanding of what their career goals are and how they think they can accomplish
them. For example, PETRONAS organizer should encourages individuals to develop and
grow, to work to the best of their skills and competencies, and supports opportunities to use
these competencies. PETRONAS also can results Orientation Drives for paving the way to
success, while maintaining a focus on the organizations strategic goals, they should bring
issues to closure in a timely manner. In the addition, organizer must makes timely quality
decisions, taking a broad range of issues or factors into consideration. Instead, evaluates
reasonable risk taking opportunities, consistent with Public Service values and develops
creative solutions, stimulating new ways of thinking, solving problems and providing
services.

Furthermore, create relationship building skill in teamwork. PETRONAS organizer

should builds effective working relationships skill, networks of contacts and partnerships
with individuals at all levels as well as with organizations inside and outside government.
Staff should be actively listens to what others have to say and responds in a clear, concise and
diplomatic manner, adapts communication style as appropriate. By the way through self-
aware, respectful, perceptive and sensitive to the attitudes, feelings, and concerns of others.
Train staff acts with fairness, honesty and transparency, honours his or her commitments to
others and upholds Public Service values.

Next, PETRONAS enterprise need to set realistic aims for achieving the mission and
a specific action plan with steps to achieve these goals. Be sure to also identify resources
(including people) and think about potential obstacles. For instance, they can implement
Models Public Service Values and Coaches which is the importance of demonstrating
trainers values. That was choose the one who is experienced old staff in department
executive work in PETRONAS organization to willingly shares personal experience and
knowledge and provides feedback to improve the other individual and team performance. The
benefit through this models is can empowers others through delegation of responsibility,
authority, accountability and champions new initiatives, and stimulates others to change.
Thus, organizer also must strives to continuously move the organization forward while
effectively and efficiently maximizing the use of resources. PETRONAS organizer must
persists in advancing initiatives despite adversity, creating or negotiating alternate solutions
as appropriate and focuses on attaining results without sacrificing public service values.
Proceed strategic thinking anticipates and plans for future events, trends, problems and
opportunities and exercises sound judgment.

Finally, PETRONAS Company should apply the new skills in the workplace for
trainer. For example, youre spending a considerable amount of time and possibly money on
helping your employees improve their skills. To get your greatest possible return on
investment, your employees need to be able to put those new skills to work in your company.
Set up some opportunities where your employees can quickly apply the new skills to the job
and get feedback. This will help them reinforce and refine their new skills. If they dont use
the new knowledge when its fresh, theyre likely to lose it. In the addition, organizational
awareness understands the business and all key relationships in the public sector
environment, including the decision makers, partners and stakeholders who influence them.
Remains staff become open-minded, respectful and flexible when presented with different
perspectives.

5.0 Training for Job

At PETRONAS are committed to nurture the professional growth of our people
through mentorship and ongoing training programmes at every stage of their career.
PETRONAS offer a diverse learning culture through training and development courses aimed
at honing their capability in innovation and creating new solutions to meet the increasingly
challenging global energy industry.

PETRONAS also should providing the opportunities to excel as leaders, our Shared
Values and the PETRONAS Leadership Dimension form the framework that guides them on
competencies and behaviours to be demonstrated in a high performance culture. PETRONAS
also can provide on-the-job coaching under the guidance of well-trained leaders to groom a
dynamic team and develop talents in a structured manner. At PETRONAS, employees are
never stagnant. Here, strengths are nurtured, while competencies and skills are polished as
full support and encouragement is provided for each employee to reach his or her full
potential.

Stepping into the employment of PETRONAS, employees immediately embark on a

journey of learning experience. Their insiders are privy not only to training and development
activities in the form of courses under formal classroom settings conducted internally as well
as externally, but also benefit from the casual day to day mentoring and coaching, on the job
training, job enrichment, job rotation and self-learning, among others.

The following are some of the more prominent formal programs that PETRONAS have
designed to assist PETRONAS insiders in improving their knowledge and skills:
Technician Development Program (TDP)
 The Technician Development Program (TDP) is a notable example of a structured
career progression program, which has benefited many staff. Designed specifically for
technicians, it is run internally, combining classroom courses with on-the-job training
and assignments. Through this program, technicians are able to progress from Tech III
to Tech II, Tech I and eventually to a position of Senior Tech with knowledgeable in
the relevant IT solutions or operations and management of solution planning tools.

Education grant. BASF PETRONAS Chemicals is always applauding and cheering on

our employees who are willing to go the extra mile in the quest of expanding their
knowledge in fields relevant to their job or future projects or assignments. As a
testimony of their commitment to support all employees in pursuing higher education,
they should share the education costs such as provide complete facilities and techno
computer or Wi-Fi for those who are pursuing with a Bachelors Degree and Diploma
in Management Computer Science or other relevant fields and PETRONAS can
suggest the staff who was hardworking and ability to preferred continue study to
getting Master or PHD in training program.

Developing in house trainers.

Here, superiors are consistently identifying their subordinates' training needs. In order
to provide effective and relevant training, PETRONAS has developed over 30 in-
house trainers. These trainers are well equipped to provide training and development
programs in the following areas such as:
Permit to Work Training
Confined Space & AGT
Processed Safety Workshop
Advanced First Responder Training
First Aid Training
Safety Leadership Workshop
Job Safety Analysis & Hazard Identification Training
Emergency Response Plan
Basic Fire Fighting
Portable Fire Extinguisher
Supervisory Development Program
Performance Management System
Managing Performance Improvement
How To Handle Meeting Effectively(Discussion Group)
English Workshop
Website:
http://www.jobstreet.com.my/en/job/customer-relationship-centre-rhb-insurance-
2896479
1.0 Company Back group
The RHB Banking Group, Malaysias fourth largest financial services group, is set to
become one of ASEANs Leading Multinational Financial Services Group by 2020. The
Groups core businesses are streamlined into the following key focus areas namely Group
Retail and Commercial Banking, Treasury & Global Markets, Transaction Banking, Group
Islamic Banking and Group Insurance, Corporate and Investment Banking Business and
Group International Business.
These businesses are offered through our main subsidiaries RHB Bank Berhad,
RHB Investment Bank Berhad, RHB Insurance Berhad and RHB Islamic Bank Berhad, while
our asset management and unit trust businesses are undertaken by RHB Asset Management
Sdn. Bhd. and RHB Islamic International Asset Management Berhad. The RHB Banking
group celebrated RHB Banks 100th anniversary in 2013, the only bank in the country to
have achieved this milestone.
People are the driving force behind the Groups success. The Group encourages all
employees to maintain professionalism and integrity at work, be respectful, posses a dynamic
character and above all, contribute excellence at all undertakings. RHB Banking Group is
constantly looking at the various aspects of talent management to build a high-performing
regional workforce. Our aim is to be a talent powered organisation and a prominent employer
of choice by transforming our human resources operating model, enhancing talent
development and putting place an enterprise-wide human resource and client management
system.

2.0 Career
a) Opportunities
Explore work with RHB where we provide you with first-hand experience of what it is like to
work for a financial institution. RHB experienced talents are ever ready to show you the
ropes and give insights on working in a financial institution. This also serves as a platform for
you to join RHB upon completion of your studies.
b) Company Size:
More than 5000 Employees
c) Working Hours:
Regular hours, Mondays Fridays
d) Address:
The Icon Jalan U Thant 1/68f Taman U Thant Kuala Lumpur Federal Territory of Kuala
Lumpur Malaysia.
e) Benefits:
Education support, Medical, Miscellaneous allowance, Loans, Dental, Sports (e.g.
Gym,Parking, Vision, Performance Incentive Scheme.)
f) Position: Agent Customer Relationship Centre RHB Insurance

3.0 Task and Responsibilities:

You will promptly serve walk-in customers by attending:
Check to ensure that appropriate changes were made to resolve customers' problems.

Complete contract forms, prepare change of address records, and issue service
discontinuance orders, using computers.

Contact customers in order to respond to inquiries or to notify them of claim

investigation results and any planned adjustments.

Keep records of customer interactions and transactions, recording details of inquiries,

complaints, and comments, as well as actions taken.

Refer unresolved customer grievances to designated departments for further

investigation.

Review claims adjustments with dealers, examining parts claimed to be defective and
approving or disapproving dealers' claims.

Review insurance policy terms in order to determine whether a particular loss is

covered by insurance.

To perform Cover Note/Policy issuance for renewal cases and policy issuance in data
inputting and Issuance volume of CN inputs.
Perform Withdrawal of NCD and cancellation, updating ISM and issuance of
confirmation notice to customers.
Perform renewal for motor insurance and general Insurance products.
 To perform daily payment control & reception functions.
Provide support to internal and external customers and agents to ensured transactions
& enquiries are timely met.
To ensure all complaints are attended and resolved within the timeframe given.

4.0 Requirements:
Minimum GCE 'O' Level with credits in English and Mathematics
Relevant experience in branch operations especially in cash handling will be an
advantage
Pleasant disposition with excellent sales & service aptitude
Positive working attitude, flexible and a good team player
Training will be provided
Full-Time Customer Service Assistants
Preferable with Insurance background.
Min 1 years experience in customer service.
Able to speak in mandarin will be an advantage.

5.0 Development planning for customer service-insurance RHB Bank

Process 1: Consider then business goal.
The first approach to specifying goals and objectives begins with a review of RHB Insurance
Companys mission statement. Using key phrases from the mission statement to define
company major goals leads into a series of specific business objectives.

Process 2: Talk to your employees about detail job task

Tell agents the information about their job description. For example, conduct
workflow management to allow service representative (agent) to efficiently take all necessary
steps to resolve customer issues, reducing the time it takes to get customers the answers they
are looking for. As back-office integration with the call centre and workflow management
decreases average handling times and reduces unnecessary repeat contacts to resolve issues,
customer satisfaction becomes higher while the contact centre workload and costs are
lowered.
The second step in ensuring an exceptional customer experience is to offer multi-
channel contact centre interactions comprised of phone, fax, e-mail, SMS text messaging, and
perhaps even Web chat, so that prospects and customers can conduct business with you
exactly at everywhere and anytime. RHB Insurance Company should offering superior
channel interaction will encourage consumers to use insurance company. For example,
Websites or aggregator sites which will give insurance companies a greater chance to
differentiate their products and services, deliver more personalized services, improve cross-
sell and up-sell rates and lower operating costs.

Process 3: Decide new skills for employees need

RHB insurance company can decide new skill for staff such as teach them providing
customers with a seamless experience. Through this way, we can across all channels ensures
that interactions are as consistent and efficient as possible, which will help to build a solid
relationship with the customer. For relationship selling, agents require a unified view of
interactions across all channels to effectively promote and sell insurance products. In the
early promotional stage, this means ensuring that insurance companies dont repeat the same
offers to customers at different touch points, such as the call centre and the Web. As the
customer responds to the promotion, agents can pick up where the customer left off at each
stage in the sales process, regardless of which channel the customer was using. For example,
if a customer had gone online to request a biddable quote, the call centre would be aware of
this and take steps to close the deal with her.

Process 4: Create an action plan for achieve goal

Action Plan 1: Offer an Inviting Customer Front Door
When customers use the call centre channel, the Interactive Voice Response (IVR)
system provides the customers first impression of the company. It also serves as a guide to
the insurance companys services, and determines how well the company can decrease the
volume of calls that agents must handle or reduce handling times. Traditional IVR menus
have frustrated customers with long and confusing menu trees.

Open dialog call steering is emerging as an innovative alternative to traditional IVR

menus. By asking what the customer wants and recognizing key words in natural speech, and
by integrating with business rules and routing strategies, through open dialog call steering
applications can take intelligent action to ensure the most efficient resolution of the call.

Action Plan 2: Get Customers off the Phone and Onto the Web
Using Web self-service, members, providers, agents and brokers can interact with the
company whenever they want, not just during weekday contact centre service hours. Not only
does Web self-service enhance customer service, it also helps to migrate calls away from
expensive call centre agents. Call centre agents can dedicate their time to handling more
complex inquiries and concentrating on selling activities, rather than responding to routine
calls that can be easily automated. The opportunities for self-service in insurance abound for
all customer audiences. Members can view policy coverage, pay bills, make changes to
policies, submit claims and check the status of claims progress. For example, in the health
insurance business, providers can use HIPPA compliant online tools to verify benefits or
coverage, automate claims processing, review claims and correct errors. \

Agents and brokers can more easily obtain online quotes, proposals and plan designs
for customers with different profiles and needs. And then, they can more easily keep track of
their own customer accounts rather than having to consult with a call centre representative.
Integrating self-service with agent assistance allows the customer to interact with an
insurance company in a convenient way while still receiving the same personalized advisory
service offered by call centres. As customers increasingly engage in online research and
transactions, they can be offered agent assistance to make their interactions go more
smoothly. For instance, customer goes to an insurance Website and decides to request a quick
quote. As they reads the quote, an online chat window pops up inviting them to speak with an
insurance specialist. So, the customer accepts and is able to immediately ask the outstanding
questions after reviewing the online materials and quote.

Process 5: Apply the new skills in the workplace

New Skill 1: Teach Staff Handle Calls More Intelligently
When taking calls, the number one priority for insurance companies is to make sure
they provide acceptable customer service. Skills-based routing, virtual hold and business
priority routing are three key approaches for meeting service requirements as efficiently as
possible while also making the most of opportunities to drive new revenues.

An IVR system not only identifies customers, but also why they are calling. With this
knowledge, skills-based routing determines where the call should be directed either to a self-
service application, or to a customer service agent most qualified to efficiently handle the call
based on license certification, selling skills, language skills, product knowledge or the ability
to handle a specific type of claim, benefits, billing or sales inquiry.
 Often, response times are easily met during periods of low call volume and agents
have free time to focus on other activities, such as calling clients to review their current
coverage and additional needs. Business priority routing uses business rules to prioritize calls
based on customer value, customer segments, available channel resources, hold times and
other factors. For instance, a health insurance customer, calls during a period of low demand,
they is passed straight through to a contact centre agent rather than routed to the self-service
application. The call centre agent should handling their request then proceeds to explain the
companys life insurance products to them and how the customer can save money by buying
both health and life insurance policies from the same provider.

Using business priority routing, insurance companies can also match service priorities
with the needs of different types of carriers. Calls from larger agencies can be directed to
dedicated service teams as soon as they are received, while calls from smaller agencies can be
directed to self-service when possible.

New Skill 2: Progress Initiate Proactive Contact

Because customers dont interact with the contact centre on a frequent basis,
insurance companies should consider initiating proactive contact to stay in touch with the
customer. Insurance companies find that policy renewals increase with frequent
communications leading up to the renewal event, and that the number of products sold per
customer also increases. Whenever an agent or broker opens or renews a large account, using
proactive contact to send a thank you message can let these important distributors know that
you appreciate their business.

Proactive contact management is also a useful form of automated telemarketing to

scale the contact centre for increased cross-selling and up-selling activities. Insurance
companies can further use proactive contact to notify their customers of new products and
services or special promotions.

Process 6: Make More Effective Use of Customer Data and Segmentation

Given slow growth in a mature market, some insurance companies are abandoning
their product-centric approaches to selling. Instead, they are maximizing the lifetime value of
customers through cross-selling and up-selling. In this new paradigm, using customer data
and segmentation to anticipate the future needs of individual customers becomes more import
than mass marketing.

Going one step further, high-value policy holders and distributors may interact, when
possible, with a life-time advisor who is intimately familiar with the clients history and
needs or demographic matching are a way to assign the customer to an agent who has a
common demographic profile. The result is Insurance Companys find that policy renewals
increase with frequent communications leading up to the renewal event, and that the number
of products sold per customer also increases.

Office integration in the contact centre helps insurance companies move away from
their siloes views of customer data. To make relationship selling a success, front office
integration gives agents a 360-degree view of the customer, which helps in focusing on
lifetime customer profitability. Agents have access to the right information across all touch
points to enable effective interaction with the customer. In this way, customers may receive
advisory assistance and customized offers based on their current behaviour, recent
interactions across all channels, existing insurance-wide product portfolio, claims records and
detailed knowledge of the customers demographics, life stage and propensity to buy.

Process 7: Optimize Business Process Execution

Insurance interactions usually involve multi-step business processes that may include
multiple contacts with customers, service providers and other third parties. As the
communications hub for the company, the contact centre can be harnessed to automate and
expedite end-to-end business processes supporting these communications.

By directly integrating a business workflow engine, the contact centre becomes an

active participant in driving business efficiency. For instance, an automotive insurance
provider can reduce the time and effort to sign up new customers, settle claims or collect
payments by automating the various external interactions and notifications required to
complete these processes. Contact centre agents can play an even broader role in these and
other processes through integrated workflow that enables the routing of back-office tasks as
work items to available agents for processing.
Process 8: Create a Winning Team Effort with Contact Centre Virtualization
Many insurance companies are moving towards a virtual contact centre to allow
geographically dispersed agents to operate as a single, winning team. Regardless of location,
agents can be called upon, as available, to ensure appropriate response levels and to provide
access to needed expertise. A virtual contact centre is vital for load balancing during times of
peak demand, and is essential in the insurance industry where the appropriate resource for
each call is not only highly variable, but is often unavailable in a centralized call centre.

A virtual contact centre unifies the skills of licensed agents, home-based agents,
outsourced agents, mid-and back-office specialists, field agents and other experts, regardless
of their location. When an agent takes a call and assesses that answering the customer query
will require specialized skills, rather than frustrating the customer by only providing
incomplete information, the agent can quickly locate available experts and seamlessly route
the call to someone who has both the details of the initial conversation and the appropriate
knowledge to satisfactorily complete the interaction. In this way, the customer isnt forced to
repeat details of the previous conversation, and the company gains the benefit of a reduction
in costs through operating multiple locations as one centre.

Process 9: Boost Agent Productivity through Interaction Blending

Insurance companies benefit from optimizing their agents time as much as possible.
Call blending allows agents to handle both inbound service calls and outbound sales calls as
call volume and skills permit, while task blending allows agents to offer their assistance at
different interaction channels. For instance, contact centre agents can be switched to
answering e-mails or engaging in text chats with customers. Not only does this maximize
agent productivity, but interaction blending also breaks up the potential monotony of the
position.

6.0 Employee Training Programme

RHB firms should giving order to employees with recognize and effectively create
strong customer-brand relationships. For example, we can let employees have also been
trained in Social psychology and the social sciences to help bolster strong customer
relationships. Customer service representatives must be educated to value customer
relationships, and trained to understand existing customer profiles. Even the finance and legal
departments should understand how to manage and build relationships with customers.

Career join in RHB Insurance Company dynamic workplace via RHB Training
Programme that can offers trainer the once-in-a-lifetime experience of embarking on
transformation journey, coupled with a holistic learning experience and regional
opportunities. For example, RHB firm can plan use 24-month or 2 year in high potential
program which is aims at accelerating the career and readying talents for future roles via the
best-in-class experiential learning of end-to-end transformation journey, anchored by
competencies and core values.

Provide educational institutions offer courses in insurance for trainer, due to the wide
range of products offered by different agencies. The on-the job training process for new hires
at an insurance agency is usually extensive. Areas of training include sales and marketing
techniques, ethics, insurance needs assessment, product knowledge and policy writing such as
company can use video, film, projector with slide to show the education module. Through
this educational delivered by orator, the agent can clearly understanding the insurance
products. Coaching and Mentorship. RHB firm should make sure agent have access to
training, coaching and mentorship from experts who have experience as independent
insurance agents and can simply provide the information and resources to give agent the
advantage over their competition.

RHB organizer should communicate and encourage agent must apply Licenses and
Certifications through Insurance through answering examination with use technology
computer. Agents must seek licensure in the state where they sell insurance. A relatively short
licensing course is required by most states prior to completion of the examination. Agents are
separately licensed depending upon the type of insurance they offer. In order to maintain
licensure, it is necessary to complete a varying number of continuing education hours every
two years.

RHB firm should provide workshops and seminars for trainer. Insurance agents must
stay current on tax laws and a wide range of government regulations. Regular workshops and
online courses are available to update agents in such areas. Thus, through this program agent
will setting the strategy for selling philosophies such as first call close, workplace marketing,
alignment with potential target segment, guidelines for selecting philosophy based on
location.

Lastly, additional professional development. Agents may obtain a number of advanced

credentials in order to demonstrate proficiency in the field. A common choice is the Certified
Financial Planner designation, which requires work experience, completion of specific
educational requirements, agreement to adhere to ethical standards and an examination. Some
agents, after acquiring experience, decide to start their own agency or firm.