On-Demand Webinar

Insurtech & Talent Crisis Crossroads: How successful claims operations maximize next generation technology & talent

Experts from the annual Workers’ Compensation Benchmarking Study will share their 2017 survey results on technology and talent best practices that are clearly differentiating high-performance claims organizations.
By: | February 2, 2018 • 2 min read

Presenters

Overview

Webinar Sponsor

Webinar Sponsor

Industry narratives about Insurtech’s disruption as well as the claims talent crisis are so constant that they might numb any sense of urgency via alarm fatigue. But these game changers are real and organizations that ignore them risk performance failure.

Herein lies the opportunity: Younger workers are attracted to jobs that fulfill their need for social justice and compassion. They also arrive tech ready, which dovetails neatly with the workers’ compensation sector’s need for claims adjusters who are primarily advocates for injured workers and who are equipped to marshal artificial intelligence and predictive analytics — dubbed Insurtech — to produce better claims outcomes.

Thus, how to recruit and train tech-ready talent and refit claims organizations to satisfy the younger workers’ need to make a positive impact on their society is a challenge facing every payer’s claims leadership.

In this one-hour webinar, experts from the fifth annual Workers’ Compensation Benchmarking Study will discuss how high-performance claims organizations are deftly navigating, and even maximizing, the intersecting crossroads of Insurtech and the talent recruitment/retention shortage. That conversation will focus on…

  • Challenges and opportunities Insurtech presents for claims adjusters and how high-performance organizations are using best practices to ensure and propel results.
  • How claims talent recruitment and desirable skills are changing right in front of our eyes.
  • Using scenario-based learning and other tools to advance advocacy-based claims management techniques.
  • How to sell organizational leadership on the vital importance of devoting more resources, not less, to claims management training and competency monitoring.

Webinar attendees will receive complimentary copies of the 2017 Benchmarking Study Report and the study group white paper “Do 10,000 Hours Make a Great Claims Professional?”.

Who should attend this webinar?

  • Adjusters
  • Risk Managers
  • Case Managers
  • Claims executives
  • Medical directors
  • Workers’ compensation underwriters
  • Workers’ compensation legal experts

Recording

Download a PDF slide deck of the presentation.




4 Companies That Rocked It by Treating Injured Workers as Equals; Not Adversaries

The 2018 Teddy Award winners built their programs around people, not claims, and offer proof that a worker-centric approach is a smarter way to operate.
By: | October 30, 2018 • 3 min read

Across the workers’ compensation industry, the concept of a worker advocacy model has been around for a while, but has only seen notable adoption in recent years.

Even among those not adopting a formal advocacy approach, mindsets are shifting. Formerly claims-centric programs are becoming worker-centric and it’s a win all around: better outcomes; greater productivity; safer, healthier employees and a stronger bottom line.

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That’s what you’ll see in this month’s issue of Risk & Insurance® when you read the profiles of the four recipients of the 2018 Theodore Roosevelt Workers’ Compensation and Disability Management Award, sponsored by PMA Companies. These four programs put workers front and center in everything they do.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top,” said Steve Legg, director of risk management for Starbucks.

Starbucks put claims reporting in the hands of its partners, an exemplary act of trust. The coffee company also put itself in workers’ shoes to identify and remove points of friction.

That led to a call center run by Starbucks’ TPA and a dedicated telephonic case management team so that partners can speak to a live person without the frustration of ‘phone tag’ and unanswered questions.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top.” — Steve Legg, director of risk management, Starbucks

Starbucks also implemented direct deposit for lost-time pay, eliminating stressful wait times for injured partners, and allowing them to focus on healing.

For Starbucks, as for all of the 2018 Teddy Award winners, the approach is netting measurable results. With higher partner satisfaction, it has seen a 50 percent decrease in litigation.

Teddy winner Main Line Health (MLH) adopted worker advocacy in a way that goes far beyond claims.

Employees who identify and report safety hazards can take credit for their actions by sending out a formal “Employee Safety Message” to nearly 11,000 mailboxes across the organization.

“The recognition is pretty cool,” said Steve Besack, system director, claims management and workers’ compensation for the health system.

MLH also takes a non-adversarial approach to workers with repeat injuries, seeing them as a resource for identifying areas of improvement.

“When you look at ‘repeat offenders’ in an unconventional way, they’re a great asset to the program, not a liability,” said Mike Miller, manager, workers’ compensation and employee safety for MLH.

Teddy winner Monmouth County, N.J. utilizes high-tech motion capture technology to reduce the chance of placing new hires in jobs that are likely to hurt them.

Monmouth County also adopted numerous wellness initiatives that help workers manage their weight and improve their wellbeing overall.

“You should see the looks on their faces when their cholesterol is down, they’ve lost weight and their blood sugar is better. We’ve had people lose 30 and 40 pounds,” said William McGuane, the county’s manager of benefits and workers’ compensation.

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Do these sound like minor program elements? The math says otherwise: Claims severity has plunged from $5.5 million in 2009 to $1.3 million in 2017.

At the University of Pennsylvania, putting workers first means getting out from behind the desk and finding out what each one of them is tasked with, day in, day out — and looking for ways to make each of those tasks safer.

Regular observations across the sprawling campus have resulted in a phenomenal number of process and equipment changes that seem simple on their own, but in combination have created a substantially safer, healthier campus and improved employee morale.

UPenn’s workers’ comp costs, in the seven-digit figures in 2009, have been virtually cut in half.

Risk & Insurance® is proud to honor the work of these four organizations. We hope their stories inspire other organizations to be true partners with the employees they depend on. &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]