2017 Teddy Awards: Honorable Mention

A Lesson in Leadership

Shared responsibility, data analysis and a commitment to employees are the hallmarks of Benco Dental's workers' comp program.
By: | November 1, 2017 • 4 min read

When George Rable, Benco Dental’s vice president of culture and people, was interviewing for the position of HRIS, compensation and benefits manager in 2015, he knew that Benco needed someone with a depth and breadth of compensation benefits experience combined with a people-person temperament.

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In walked Brigid Peet and the rest, as they say, is history.

“People tend to be either a data cruncher or a people person, but Brigid brought both of those traits to the table,” Rable said. “And that was really job one for me. We needed someone who could take the leadership role in our total rewards program and run with it.”

Scroll forward a few years and Rable couldn’t be happier with what the department has accomplished under Peet’s direction.

“On the compensation side, she’s done an excellent job looking at more data to make sure our compensation program is competitive in the marketplace.” Enough, he said, to earn Benco Dental an honorable mention in the 2017 Teddy Awards.

Peet has an affinity for numbers and analysis, but she also loves working in human resources and helping people. The latter is the force that drives Benco Dental’s workers’ compensation program, said Rable.

Brigid Peet, HRIS, compensation and benefits manager, Benco Dental

Peet’s team puts that in action every day as they care for the “Benco family” of more than 1,300 employees, including 400 sales reps and 300 service technicians. What’s best for the employee always comes first.

Case in point, she cites the example of a highly-valued associate who was placed on extended light duty as she was nearing retirement. The employee suffered a second injury but still was keen to return to work.

“We wanted to make sure she wasn’t coming back [just] because there were X number of months before her retirement. We were able to bridge her medical insurance until she was eligible for Medicare so that she had time to consider if it was the right time to retire rather than come back to work on limited duty.”

Benco’s modified duty program has assisted in keeping approximately 50 percent of its lost-time claims to less than $25,000 per claim from 2012 to 2017. Only 4 percent of claims under $25,000 are open, said Peet.

Taking the Company’s Measure

Peet gives much of the credit for the program’s success to people like Deb Hammaker, Benco Dental’s national risk/safety/training specialist of nearly 24 years. Peet said that Hammaker and the rest of the team have taken steps to empower Benco’s safety committee.

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Peet calls this “a cross functional committee” that ensures other committees “are constantly reviewing our processes and procedures.” Notable among these: the accident and review committee which oversees the company’s extensive van fleet.

“Whether it’s an automobile accident or a liability around a piece of equipment that has broken, we do a good post-op on all of that,” Peet said. And that doesn’t mean bring the driver down for a courtroom-style cross examination, she’s quick to add.

A key component of the questions asked are focused on ensuring a better and safer future for employees and for the company. “What can we take away from this? What can we do better next time?”

“People do not want to call a third party about their benefits. They want to be able to speak with someone here who will better advocate for their needs.” — George Rable, vice president of culture and people, Benco Dental

Another step in the right direction: a new risk management tracking system stressing broad-based accountability.

Gone are the days when someone in a general cost center at the head office takes the heat —or kudos— for the latest loss prevention numbers. Instead, each region is charged back for its workers’ compensation losses and held accountable.

“In the past, the impact of having an associate off work was felt,” said Peet, “but now it affects how they manage the purse strings, so they may have to cut back in other areas.”

Everything is measured —all costs associated with a loss, including premiums, deductibles and retained losses — and everyone is accountable. The same goes for administrative and even indirect costs.

Everyone in the Loop

“Of all the steps we take to communicate, our Workday program leaps out for me,” said Peet. This, she explains, is a program of data analytics that provides more detailed workers’ compensation analysis to managers, backed up by more predictive safety analytics that will be shared “right down to the individual associate.”

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Safety data is available in an online portal, and associates can share information, suggestions and comments, too. Also accessible is an online learning management system, including OSHA training, designed to improve safety. “And we’ll never do away with face-to-face meetings and sending sales and service reps on the road to visit Benco’s five distribution centers,” said Peet.

Of prime importance, too: that first call from staffers in need of advice about their workers’ comp claim. “We’re very high touch here,” said George Rable.

“People do not want to call a third party about their benefits. They want to be able to speak with someone here who will better advocate for their needs. And we have that in Brigid and Brigid’s team.” &

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More coverage of the 2017 Teddy Award Winners and Honorable Mentions:

Advocacy Takes Off: At Delta Air Lines, putting employees first is the right thing to do, for employees and employer alike.

 

Proactive Approach to Employee SafetyThe Valley Health System shifted its philosophy on workers’ compensation, putting employee and patient safety at the forefront.

 

Getting It Right: Better coordination of workers’ compensation risk management spelled success for the Massachusetts Port Authority.

 

Carrots: Not SticksAt Rochester Regional Health, the workers’ comp and safety team champion employee engagement and positive reinforcement.

 

Fit for Duty: Recognizing parallels between athletes and public safety officials, the city of Denver made tailored fitness training part of its safety plan.

 

Triage, Transparency and TeamworkWhen the City of Surprise, Ariz. got proactive about reining in its claims, it also took steps to get employees engaged in making things better for everyone.

A Lesson in Leadership: Shared responsibility, data analysis and a commitment to employees are the hallmarks of Benco Dental’s workers’ comp program.

 

David Godkin is a freelance magazine writer based in Toronto. He can be reached at [email protected]

More from Risk & Insurance

More from Risk & Insurance

Risk Management

The Profession

Pinnacle Entertainment’s VP of enterprise risk management says he’s inspired by Disney’s approach to risk management.
By: | November 1, 2017 • 4 min read

R&I: What was your first job?

Bus boy at a fine dining restaurant.

R&I: How did you come to work in this industry?

I sent a résumé to Harrah’s Entertainment on a whim. It took over 30 hours of interviewing to get that job, but it was well worth it.

R&I: If the world has a modern hero, who is it and why?

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The Chinese citizen (never positively identified) who stood in front of a column of tanks in Tiananmen Square on June 5, 1989. That kind of courage is undeniable, and that image is unforgettable. I hope we can all be that passionate about something at least once in our lives.

R&I: What emerging commercial risk most concerns you?

Cyber risk, but more narrowly, cyber-extortion. I think state sponsored bad actors are getting more and more sophisticated, and the risk is that they find a way to control entire systems.

R&I: What is the riskiest activity you ever engaged in?

Training and breaking horses. When I was in high school, I worked on a lot of farms. I did everything from building fences to putting up hay. It was during this time that I found I had a knack for horses. They would tolerate me getting real close, so it was natural I started working more and more with them.

Eventually, I was putting a saddle on a few and before I knew it I was in that saddle riding a horse that had never been ridden before.

I admit I had some nervous moments, but I was never thrown off. It taught me that developing genuine trust early is very important and is needed by all involved. Nothing of any real value happens without it.

R&I: What about this work do you find the most fulfilling or rewarding?

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Setting very aggressive goals and then meeting and exceeding those goals with a team. Sharing team victories is the ultimate reward.

R&I: What is the most unusual/interesting place you have ever visited?

Disney World. The sheer size of the place is awe inspiring. And everything works like a finely tuned clock.

There is a reason that hospitality companies send their people there to be trained on guest service. Disney World does it better than anyone else.

As a hospitality executive, I always learn something new whenever I am there.

James Cunningham, vice president, enterprise risk management, Pinnacle Entertainment, Inc.

The risks that Disney World faces are very similar to mine — on a much larger scale. They are complex and across the board. From liability for the millions of people they host as their guests each year, to the physical location of the park, to their vendor partnerships; their approach to risk management has been and continues to be innovative and a model that I learn from and I think there are lessons there for everybody.

R&I: What is the risk management community doing right?

We are doing a much better job of getting involved in a meaningful way in our daily operations and demonstrating genuine value to our organizations.

R&I: What could the risk management community be doing a better job of?

Educating and promoting the career with young people.

R&I: What have you accomplished that you are proudest of?

Being able to tell the Pinnacle story. It’s a great one and it wasn’t being told. I believe that the insurance markets now understand who we are and what we stand for.

R&I: Who is your mentor and why?

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John Matthews, who is now retired, formerly with Aon and Caesar’s Palace. John is an exceptional leader who demonstrated the value of putting a top-shelf team together and then letting them do their best work. I model my management style after him.

R&I: What is your favorite book or movie?

I read mostly biographies and autobiographies. I like to read how successful people became successful by overcoming their own obstacles. Jay Leno, Jack Welch, Bill Harrah, etc. I also enjoyed the book and movie “Money Ball.”

R&I: What is your favorite drink?

Ice water when it’s hot, coffee when it’s cold, and an adult beverage when it’s called for.

R&I: What does your family think you do?

In my family, I’m the “Safety Geek.”

R&I:  What’s your favorite restaurant?

Vegas is a world-class restaurant town. No matter what you are hungry for, you can find it here. I have a few favorites that are my “go-to’s,” depending on the mood and who I am with.

If you’re in town, you should try to have at least one meal off the strip. For that, I would suggest you get reservations (you’ll need them) at Herbs and Rye. It’s a great little restaurant that is always lively. The food is tremendous, and the service is always on point. They make hand-crafted cocktails that are amazing.

My favorite Mexican restaurant is Lindo Michoacan. There are three in town, and I prefer the one in Henderson as it has the best view of the valley. For seafood, you can never go wrong with Joe’s in Caesar’s Palace.




Katie Dwyer is an associate editor at Risk & Insurance®. She can be reached at [email protected]