"Thank You" Visit

"Feedback" Visit

Goal: Identify issues behind the apparent lack of or decline in employer support for the CPCU® designation and/or CPCU Society membership. Explore opportunities to reverse this trend.

Talking Points:

• (If CPCU penetration is below 3 percent) Demonstrate the value of CPCU designation.
  • Personal testimonials — Talk about what it did for your career(s).
  • Institutes’ presentation.
• Demonstrate value of CPCU Society membership.
  • Personal testimonials — Talk about what is it doing for your career(s) now.
  • Talk about the “big picture” benefits (see value propositions: member and employer) — single source for:
    • Finding, strengthening and retaining talent.
    • Finding, developing and testing future leaders in a supportive environment.
    • Industry building — through a global network of experts and thought leaders.
    • Local and global image enhancement opportunities through aligning their brand image with the Society’s values of education, excellence and ethics
  • Talk about the details — Calculate membership payback:
  • Total member pricing for Society programs and events (including the Annual Meeting).
  • Subtract the total nonmember pricing for the same Society programs and events.
  • Resulting member-nonmember price difference will be more than the Society’s annual membership cost.
  • Value of the education provided at the Annual Meetings (Annual Meeting ROI).
  • Value of local programming, networking and visibility opportunities offered by chapters.
  • Value of member publications: CPCU eJournal, chapter and interest group newsletters, CPCU News, CPCU e-LINK.
  • Value of technical insights and updates offered by interest groups.
  • Value of breaking down functional silos.
  • Talk about the benefits not itemized in above calculation:
• Provide updates on CPCU and CPCU Society programs:
  • News.
  • Exam and membership trends.
  • Upcoming events: CPCU Society meetings, chapter events (use leave behinds!).
  • Emphasize programs and events open to nonmembers.
• Now talk about your concern that support is declining:
  • Review a chart of the stats you developed for the employer’s paid ratio and CPCU penetration versus key benchmarks.
  • Bring along a roster of Society paid and unpaid CPCU members.
    • Note: the Society’s member database can lag if an organization is undergoing significant changes. What appears to be a decline in support may be due to out-of-date records. Cleansing the roster with the employer can help.
  • Identify other areas where support is perceived to be lagging — attendance at chapter events, etc.
  • Discuss whether the observed changes are due to policy revisions or something else (new local management, staff reductions, etc.)
• If support has actually declined, identify possible reasons for the change.
  • Organizational issues.
  • Issues with the CPCU designation or CPCU Society benefits and programs.
  • Competitive programs and designations, and perceived comparative value.
  • Other.
• Identify who in the organization determines the policies for supporting professional development, and who and what level actually implements the policies:
  • Influence of local management.
  • Role of HR staff.
• Explore company development needs and/or problems; objectives for improvement:
  • Technical training.
  • Management skills development.
  • Leadership development.
  • In-house; outsourced.
• Obtain buy-in on next steps:
  • Inclusion on chapter and Malvern distribution lists for program updates and news.
  • If support decision-making occurs elsewhere, obtain contact information to set up additional meetings.
    • Refer information to The Institutes and the CPCU Society.

"Update" Visit

Goals:

• Create awareness for the CPCU® designation and the CPCU Society with new management.
• Identify management’s perception of company development needs and problems.
• Demonstrate how the Society can help management reach its development goals.
• Identify whether the professional development decision-making process has changed, and the current decision maker(s).

Talking Points:

• Introduce the CPCU program and the CPCU Society:
  • A regional marketing executive can contribute significantly to this discussion.
  • Provide background on the CPCU Society:
    • History.
    • Membership stats.
    • Mission Statement.
    • Benefits and programs.
• (If CPCU penetration is below 3 percent) Demonstrate the value of CPCU designation.
• Personal testimonials — Talk about what it did for your career(s).
• Institutes’ presentation.
• Personal testimonials — Talk about what is it doing for your career(s) now.
• Talk about the “big picture” benefits (see value propositions) — single source for:
  • Finding, strengthening and retaining talent.
  • Finding, developing and testing future leaders in a supportive environment.
  • Industry building — through a global network of experts and thought leaders.
  • Local and global image enhancement opportunities through aligning their brand image with the Society’s values of education, excellence and ethics.
• Talk about the details — Calculate membership payback:
• Total member pricing for Society programs and events (including the Annual Meeting).
• Subtract the total nonmember pricing for the same Society programs and events.
• Resulting member-nonmember price difference will be more than the Society’s annual membership cost.
• Value of the education provided at the Annual Meetings (Annual Meeting ROI).
• Value of local programming, networking and visibility opportunities offered by chapters.
• Value of member publications: CPCU eJournal, chapter and interest group newsletters, CPCU News, CPCU e-LINK.
• Value of technical insights and updates offered by interest groups.
• Value of breaking down functional silos.
• Talk about the benefits not itemized in above calculation:
• News.
• Exam and membership trends.
• Upcoming events: CPCU Society meetings, chapter events (use leave behinds!).
• Bring along a roster of Society paid and unpaid CPCU members.
• Bring graphics of CPCU penetration and CPCU Society paid ratios versus key benchmarks.
• Discuss past support policies and practices.
• The Institutes’ 44 Proven Strategies.
• The CPCU Society’s Maximizing Returns insert.
• Influence of local management.
• Role of HR staff.
• Technical training.
• Management skills development.
• Leadership development.
• In-house; outsourced.
• Policies: career pathing, incentives, continuing education.
• Inclusion on chapter and Malvern distribution lists for program updates and news.
• If support decision-making occurs elsewhere, obtain contact information to set up additional meetings.
  • Refer information to The Institutes and Malvern.
• Demonstrate value of CPCU Society membership.
• Provide updates on CPCU and CPCU Society programs:
• Discuss the history (if any) of the employer’s relationship with the CPCU designation and the CPCU Society.
• Discuss best practices for supporting employees’ professional development:
• Identify who in the organization now determines the policies for supporting professional development, and who and what level actually implement these policies:
• Explore company development needs and/or problems; objectives for improvement.
• Obtain buy-in on next steps.