Eurogroup Consulting publishes the 2020 summary of the Barometer of Insurance Decision-Makers, carried out in partnership with the startup Bloomin, which specializes in measuring employee experience and improving performance.
Around one hundred industry professionals responded to each of the Barometer's three surveys, from June to November. All families of players are represented: insurance companies, bancassurers, mutual insurers, social protection groups and mutual 45s.
Discover the major lessons learned from this period by putting the results of these three sections into perspective.
AN UNCERTAINTY THAT DEMANDS FLEXIBILITY AND AGILITY
In Junethere were more than 90% to imagine a "full" return to site by the start of the new school year in September at the latest. Between this first survey and the second at the end of July, the proportion of respondents postponing the back to late 2020 or early 2021 has risen sharplyfrom 1.8% to 10%. Finally, in our last survey completed before the announcement of the new containment, half ofbetween you said he had "no idea" of a return date.
This great variability in your estimatesin 6 months is due to the specific nature of this particular crisis. Indeed, we are going through a first-of-its-kind event and not concentrated around a key moment. This difficulty requires resilience and a capacity for continuous adaptation for the coming months.
Crisis management systems must be adapted to reflect this reality, a long, protracted crisis.
Prospects for returning teams to site
The "full" return of your teams on site (in compliance with the sanitary standards that would be required) will be more like :
June
July
October
A CRISIS THAT IS BECOMING INCREASINGLY DIFFICULT TO MANAGE
The level of difficulty in managing the crisis has changed: between our last two surveys, you can see a increasing complexity.
This increase depends on developments in the health crisis, but also shows that l'unsuitability of current crisis management systems. Especially since thes teams are finding it increasingly difficult to cope with this situation.
SALES PERFORMANCE MAINTAINED BUT CONCEALS CONTRASTING SITUATIONS
6 months ago, at the time of our first survey, you were 53% not yet back to your normal activity level. Secondly, in October, the proportion of respondents to the below-normal sales performance was to 77%.
The key levers for maintaining activity and supporting the recovery are :
- the transformation of sales activities,
- l'adapting networks and channels distribution,
- the management commercial reinforced,
- work on the objectives and management.
Some businesses are less resilient than others, and the overall health of the economy will weigh on the recovery. For example, develop digital channels to maintain customer contact and mobilize sales forces are your major challenges for 2021.
June 2020: Where are you today in terms of business levels?
October 2020: How would you rate your sales performance this autumn 2020?
POSITIVE LESSONS AND LASTING LIFE CHANGES
98%
this summer that there are positive lessons to be learned from the crisis.
97%
of you continued to use pulse-taking devices
You are unanimous: this crisis brings out some positive lessons! You highlight several achievements, including faster decision-making. You also mention extending teleworking as well as an evolution practices, based on trust, autonomy and cooperation.
It also accelerated simplifying and digitizing processes, two issues present before the crisis.
Pulse-taking devices, for their part, made it possible to measure your teams' morale during initial confinement. Subsequently, they were used to better monitor the projects to be launched or accelerated, including teleworking. In future, this system will remain an invaluable tool for tracking feelings teams in the face of changing circumstances and changes initiated.
THINKING ABOUT A WHOLE NEW WAY OF ORGANIZING WORK
Organizing containment and decontainment
Our first survey highlights that the perception of deconfinement is more complex than confinement. Indeed, the sector was quite well equipped and prepared for remote working. But the remobilizing teams is proving more difficult, between fear and a feeling of incomprehension and inconsistency on the subject.
The cautious optimism of deconfinement about a relatively rapid "return to normal" is confronted by an evolving crisis. With it, a certain lassitude and difficulty in maintaining team dynamics last.
Accelerating the spread of telecommuting
Your stated priority is accelerate teleworking in your organizations.
After the initial containment, a frame to telecommuting is introduced to meet new needs.
What's more, this major project also makes it possible to unlock or accelerate managerial transformation and the digitization of processes.
For 70% of respondents, the telecommuting objective is between 2 and 3 days a week, for eligible populations.
So it's a profound cultural change not without difficulties.
October 2020 survey
"Balance? It's more a question of managing imbalances".
October 2020: What difficulties do you see in continuing to extend teleworking?
The face-to-face/remote balance depends on motivation and commitment employees, combined with maintaining overall performance.
This development raises questions about remote management, attractiveness and use of premisesthe sense of belonging to the company. A vast internal transformation of the Work organization opens up for business!
