AMTC is the insurance industry’s premier skill-development program for field managers. A skill-building course designed to improve skills in areas critical to agency management.
Moderated by local, experienced, successful managers utilizing class discussion, skill demonstrations, role-play, planning projects, and action projects.
Areas covered include planning, recruiting, selection, training, and performance appraisal.
Outlined below are the curriculum subjects covered in each of the AMTC class sessions
| SESSION TITLE DESCRIPTION | ||
| 1 | Orientation | An introduction to course content, procedures, and objectives, as well as confirming student’s intentions to successfully fulfill course completion requirements |
| PLANNING | ||
| 2 | Culture, Mission, Philosophy, and Planning | Identifying the unit/agency culture, developing a mission and philosophy, and implementing a planning process |
| 3 | Annual Planning and Individual Annual Reviews | How to create an overall annual plan directed toward achieving defined goals and objectives, and developing skill in helping agents review performance and plan future goals and objectives |
| RECRUITING | ||
| 4 | Creating an Agent Referral System | How to develop a recruiting plan and implement the use of an agent referral system as a key recruiting skill |
| 5 | Recruiting Through Warm Nominators | How to use people students already know well to obtain the names of recruits |
| 6 | Recruiting Through Cultivating Nominators and Personal Activity | Helps a manager develop people who are known casually into valued sources of
recruits’ names and identifies more opportunities for a manager to recruit through personal contact |
| 7 | First Contact With Recruits | Creates a recruiting system and demonstrates how to use the three methods of initiating contact with a candidate |
| 8 | Other Recruiting Methods | Discussion and explanation of how to recruit using other techniques such as advertising, employment agencies, seminars, campus recruiting, and recruiting specialists |
| SELECTION | ||
| 9 | The Initial Office Visit | An overview of selection principles and procedures, as well as how to prepare for and conduct the first face-to-face meeting with a recruit |
| 10 | Next Steps: Communication of Test Results and the Major Selection Interview | How to present selection test results to a candidate, and a discussion of the purpose, value, definition, and preparation necessary to conduct the major evaluation interview |
| 11 | The Major Selection Interview (continued) | Develops interviewing skills by using structured interview guides and observing interviewing rules |
| 12 | Reference Checking and the Career Presentation | Gets recruits to give you the names of references who can provide valuable selection information and develops skill in interviewing those references. Develops an individualized career presentation and gains skill in making career presentations to the candidates. |
| 13 | The Job Sample | Creates a job sample program to help a manager select agents, as well as develop skill in explaining and using the results from a job sample. |
| 14 | Finalizing Mutual Commitments and Skill Reinforcement | Uses the discussion with a ―Very
Important Person‖ as a way to describe the agent’s job and to enhance the mutual selection process. Also, reach a selection decision, discuss it with a candidate, and prepare to assimilate the person into the agency. Last, an opportunity to review skill development so far in the AMTC and receive additional help in improving one’s planning, recruiting, and selection skills. |
| TRAINING | ||
| 15 | Training for Results | Explain the meaning and purpose of PESOS and applying it to meeting a
manager’s training objectives. Also, focus on how to write training objectives and develop programs that meet these objectives. |
| 16 | Drill, Rehearsal, and Role- Play | How to use role-play effectively as a training technique and develop skill in conducting role-play training sessions |
| 17 | Training Through Fieldwork | Develop skill in using fieldwork as a training technique (for example, how to preview a call, demonstrate or coach, and review the call) |
| 18 | Agency Meetings, Conferences, and Clinics | Distinguishes between these three approaches to training and developing skill in using each as a way to achieve training objectives |
| PERFORMANCE MANAGEMENT | ||
| 19 | Creating and Activity Management System | An overview of performance management principles and methods, plus how to
analyze records of agent’s activity as a step in the performance management process |
| 20 | Using Your Activity Management System | Develops the skills of planning for and conducting activity review meetings with agents |
| 21 | Problem-Solving Meetings | A discussion of performance deficiencies resulting from personal and/or motivational problems faced by agents. In addition, development of skill in how to conduct meetings designed to help agents handle these problems |
| 22 | Planning and Implementing Individual Improvement | A presentation and discussion of how to diagnose performance deficiencies and use the performance management process to tailor-make a development program for each agent |
| 23 | Planning The Future | Implementation of AMTC principles and processes for the future growth of the manager and his/her managerial unit |
To achieve the objectives implied in the above descriptions of each class session, the AMTC uses discussion, reading assignments, action projects, planning projects, videos, audios, and role-play.