{"id":5370,"date":"2020-12-09T23:33:00","date_gmt":"2020-12-09T16:33:00","guid":{"rendered":"https:\/\/egcmea.dev\/?p=5370"},"modified":"2025-09-08T23:53:27","modified_gmt":"2025-09-08T16:53:27","slug":"barometre-des-decideurs-de-lassurance-n3-synthesis-2020","status":"publish","type":"post","link":"https:\/\/egcmea.dev\/en\/article\/barometre-des-decideurs-de-lassurance-n3-synthesis-2020","title":{"rendered":"Barometer of insurance decision-makers - N\u00b03 Summary 2020"},"content":{"rendered":"
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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.<\/strong><\/p>

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.<\/strong><\/p>

Discover the major lessons learned from this period by putting the results of these three sections into perspective.<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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AN UNCERTAINTY THAT DEMANDS FLEXIBILITY AND AGILITY<\/h2>

In June<\/b>there were more than\u00a090% to imagine a \"full\" return to site by the start of the new school year in September at the latest.\u00a0<\/b>Between this first survey and the second at the end of July, the proportion of respondents postponing the\u00a0back to late 2020 or early 2021 has risen sharply<\/b>from 1.8% to 10%. Finally, in our last survey completed before the announcement of the new containment,\u00a0half of<\/b>between you<\/b>\u00a0said he had \"no idea\" of a return date.<\/b><\/p>

This great\u00a0variability in your estimates<\/b>in 6 months is due to the specific nature of this particular crisis. Indeed, we are going through\u00a0a first-of-its-kind event\u00a0<\/b>and not concentrated around a key moment. This difficulty requires\u00a0resilience and a capacity for continuous adaptation\u00a0<\/b>for the coming months.<\/p>

Crisis management systems must be adapted\u00a0<\/b>to reflect this reality,\u00a0a long, protracted crisis.<\/b><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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Prospects for returning teams to site<\/h2>

The \"full\" return of your teams on site (in compliance with the sanitary standards that would be required) will be more like :<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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June<\/h4>\n\n
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July<\/h4>
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October<\/h4>
\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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A CRISIS THAT IS BECOMING INCREASINGLY DIFFICULT TO MANAGE<\/h2>\n\n
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The level of difficulty in managing the crisis has changed: between our last two surveys, you can see a\u00a0increasing complexity<\/b>.<\/p>

This increase depends on developments in the health crisis, but also shows that\u00a0l<\/strong>'unsuitability of<\/strong>\u00a0current crisis management systems<\/b>. Especially since\u00a0the<\/strong>s teams are finding it increasingly difficult to cope with this situation.\u00a0<\/b><\/p>

\u00a0<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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SALES PERFORMANCE MAINTAINED BUT CONCEALS CONTRASTING SITUATIONS<\/h2>

6 months ago, at the time of our first survey, you were\u00a053% not yet back to your normal activity level<\/b>. Secondly, in October, the proportion of respondents to the\u00a0below-normal sales performance<\/b>\u00a0was to\u00a077%.<\/b><\/p>

The key levers for maintaining activity and supporting the recovery are :<\/p><\/div><\/div>

  • the\u00a0transformation of sales activities<\/b>,<\/li>
  • l'adapting networks and channels\u00a0<\/b>distribution<\/strong>,<\/li>
  • the\u00a0management commercia<\/b>l reinforced<\/strong>,<\/li>
  • work on the\u00a0objectives and management<\/b>.<\/li><\/ul><\/div>

    Some businesses are less resilient than others, and the overall health of the economy will weigh on the recovery. For example,\u00a0develop digital channels\u00a0<\/b>to maintain customer contact and\u00a0mobilize sales forces\u00a0<\/b>are your major challenges for 2021.<\/p><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    June 2020: Where are you today in terms of business levels?<\/h4>
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    October 2020: How would you rate your sales performance this autumn 2020?<\/h4>
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    POSITIVE LESSONS AND LASTING LIFE CHANGES<\/h2>
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    98%<\/h1>

    this summer that there are positive lessons to be learned from the crisis.<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    97%<\/h1>

    of you continued to use pulse-taking devices<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    You are unanimous:\u00a0this crisis brings out some positive lessons!<\/b>\u00a0You highlight several achievements, including\u00a0faster decision-making.\u00a0<\/b>You also mention\u00a0extending teleworking\u00a0<\/b>as well as an evolution\u00a0practices,<\/b>\u00a0based on\u00a0trust, autonomy and cooperation.\u00a0<\/b><\/p>

    It also accelerated\u00a0simplifying and digitizing processes,\u00a0<\/b>two issues present before the crisis.<\/p>

    Pulse-taking devices, for their part, made it possible to\u00a0measure your teams' morale\u00a0<\/b>during initial confinement.\u00a0<\/b>Subsequently, they were used to better monitor the projects to be launched or accelerated, including teleworking. In future, this system will remain\u00a0an invaluable tool for tracking feelings\u00a0<\/b>teams in the face of changing circumstances and\u00a0changes initiated.\u00a0<\/b><\/p>

    \u00a0<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    THINKING ABOUT A WHOLE NEW WAY OF ORGANIZING WORK<\/h2>

    Organizing containment and decontainment<\/h3><\/div><\/div>

    Our first survey highlights that\u00a0the perception of deconfinement is more complex than confinement<\/b>. Indeed, the sector was quite well equipped and prepared for remote working. But the\u00a0remobilizing teams<\/b>\u00a0is proving more difficult, between fear and a feeling of incomprehension and inconsistency on the subject.<\/p>

    The cautious optimism of deconfinement about a relatively rapid \"return to normal\" is confronted by an evolving crisis. With it, a certain\u00a0lassitude and difficulty in maintaining team dynamics\u00a0<\/b>last.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Accelerating the spread of telecommuting<\/h3>

    Your stated priority is\u00a0accelerate teleworking\u00a0<\/b>in your organizations.<\/p>

    After the initial containment, a\u00a0frame\u00a0<\/b>to telecommuting is introduced to meet new needs.<\/p>

    What's more, this major project also makes it possible to\u00a0unlock or accelerate managerial transformation and the digitization of processes<\/b>.<\/p>

    For 70% of respondents, the telecommuting objective is between 2 and 3 days a week, for eligible populations.<\/p>

    So it's a\u00a0profound cultural change\u00a0<\/b>not without difficulties.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    October 2020 survey<\/h4>
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    \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    \"Balance? It's more a question of managing imbalances\".<\/h3>\n\n
    \n\n

    October 2020: What difficulties do you see in continuing to extend teleworking?<\/h4>\n\n
    \t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    The face-to-face\/remote balance depends on\u00a0motivation and commitment\u00a0<\/b>employees, combined with\u00a0maintaining overall performance<\/b>.<\/p>

    This development raises questions about\u00a0remote management<\/b>,\u00a0attractiveness and use of premises<\/b>the\u00a0sense of belonging\u00a0<\/b>to the company. A vast\u00a0internal transformation of the Work organization<\/b>\u00a0opens up for business!<\/p>

    \u00a0<\/h3>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

    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.<\/p>\n

    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.<\/p>\n

    Discover the major lessons learned from this period by putting the results of these three sections into perspective.<\/p>","protected":false},"author":1,"featured_media":5380,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[32],"tags":[],"class_list":["post-5370","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article"],"acf":[],"yoast_head":"\nBarom\u00e8tre des d\u00e9cideurs de l\u2019assurance \u2013 N\u00b03 Synth\u00e8se 2020 - Eurogroup Consulting<\/title>\n<meta name=\"description\" content=\"\u00c9dition "Sp\u00e9ciale reprise" du Barom\u00e8tre des d\u00e9cideurs de l\u2019assurance. T\u00e9l\u00e9chargez l\u00e0 et d\u00e9couvrez les trois focus : "T\u00e9l\u00e9travail", "Remobilisation" et "Transformation".\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Barom\u00e8tre des d\u00e9cideurs de l\u2019assurance \u2013 N\u00b03 Synth\u00e8se 2020 - Eurogroup Consulting\" \/>\n<meta property=\"og:description\" content=\"\u00c9dition "Sp\u00e9ciale reprise" du Barom\u00e8tre des d\u00e9cideurs de l\u2019assurance. 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