We’re all being asked to do more than ever by clients andemployers. This is especially true for brokers who need to expandtheir HCM expertise to stay relevant to clients and their own firmsamidst a rapidly changing benefits environment.

Benefits and insurance administration expertise are no longerenough to succeed. Brokers today are expected to be clients’trusted advisors in “all things human capital.” They’re expected tohelp clients assess their holistic needs around human capital, anddefine the right combination of technology, process improvements,change management, compliance, data and risk mitigation to deliverthe best return on investment and employee experience. For today’sbusinesses to thrive, it’s all about talent, and those brokers whobring innovative approaches to all aspects of human capital arewinning.

One reason for this change: Businesses need and expect HR to bemore strategic, especially at a time when they face more tacticaladministrative and compliance-related tasks than everbefore.

Firms able to provide these support functions are findingopportunities and winning business from incumbents because they’reapproaching clients with a more holistic business conversation;they’re not just talking traditional benefits andinsurance.

At the same time, the brokerage industry is experiencingchallenges finding and developing talent to meet client demand, asnearly 1 in 4 brokers are nearing retirement, according to PWC. Many firms are looking to develop new talent with asimilar approach to major league baseball teams: by growing talentorganically while encouraging their maturing assets to furtherdevelop their skillsets.

So how can your business keep up?

Be creative when recruiting. Build your benchorganically. Instead of pirating producers and account executivesfrom competitors, the best firms are recruiting recent collegegraduates or looking for sales professionals with experienceoutside the insurance industry. Think about incubating collegegraduates with marketing or business degrees so you can injectfresh thinking into your workplace.

Also, consider recruiting talent from different industries, liketechnology or professional services. You want to find people inthese industries who have strong financial and business acumen,strengths in networking and building centers of influence, and knowhow to connect the solutions they’re offering to broader businessoutcomes. One Florida-based broker recently shared that her firmexclusively hires associates from outside the benefits world sincethey tend to bring with them better sales training and processes.Such recruits also have been able to open more doors by changingthe conversation with clients. By talking about developing aholistic strategy to HCM and acknowledging the challenges that HRdirectors or CFOs face on a daily basis, the firm’s approach hasdoubled its revenue over the past two years.

Build your collective IQ. According to The Council of Insurance Agents and Brokers (CIAB), the valuebrokers can bring in this new world is the ability to uncoveremployers’ unique needs and pull together the resources to servethem.

Employers want brokers to coordinate the myriad of services toachieve their benefits objectives, and look to the brokers todesign the solutions they require. As such, firms need to traintheir brokerage staff to provide consultative services to employersand focus on developing their strengths, so it’s not just theaccount manager who is “all things HCM” to clients.

Successful firms bring all workers’ shared expertise to thetable. Often, this includes working with third-party expertswho can help educate clients and provide the technology andresources needed to make it easy for employees to access the latestinformation on benefits enrollment, eligibility and policy.Training every member of your workforce to be HCM experts can beresource intensive and expensive, so outsourcing these needs may beable to help provide cost savings.

Be fast and agile. The brokerage industry hastraditionally been perceived as slow moving, but recent changesdemand that firms thrive in a constantly changing environment.According to business coach Kevin Trokey, more than simply beingfast, brokerage firms need to become agile, with a clear sense ofdirection. To do this, brokers need a clear vision,and should establish processes and structure needed for success.This includes everything from revaluating marketing, sales, hiringand training methods to aligning with the right industry partners.

When it comes to training, some large multi-office firms haveseen a huge payoff in simplifying their sales approach. Theytrain associates using a uniform process that works nationwide todeliver a consistent, successful sales experience to clientswhether they’re based in California or New York.

In addition, constant communication with your team is importantin order to educate them on the changing dynamics of the industry,your firm’s vision, and the progress the firm has made in achievingits goals. Lastly, be sure to provide feedback on how people areperforming as critical players in your overall efforts.

The good news is that mployers remain confident that brokers andconsultants are best suited to help them navigate the rapidlychanging healthcare landscape. According to a recent CIAB survey, more than 86 percent are using a broker,consultant or both. The brokerage firms that realize it’s time torecruit and train a new type of broker — one not solelyfocused on pushing products, but rather one who is a holisticadvisor on all things human capital and can assess clients’ needsto define appropriate solutions — will be the winners in this “newnormal.”