Absence Management

Lost Worker Days Cut Sales and Ruin Reputations

As employer needs and challenges have grown more complex, integrated absence and disability management may provide an answer.
By: | July 27, 2017 • 8 min read

Despite the significant buzz surrounding the concept of integrated disability management when it emerged, it never became quite the industry standard that many expected. Two decades later, however, employers are finding new reasons to take an interest.

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“Back in the mid ’90s, IDM emerged as a hot topic, but the focus at that point was on creating a single organizational unit to manage both occupational and non-occupational disabilities,” explained Tom Parry, president emeritus and co-founder of the Integrated Benefits Institute (IBI).

“And as you might imagine, the people in those separate units didn’t like the idea of someone winning and someone losing.”

People worried, perhaps justifiably, that bringing together occupational and non-occupational programs would mean consolidation, and that jobs would be eliminated, said Parry. So there was tremendous pushback against establishing one organizational unit.

And while those separate organizational units are still in place, a great many other things have changed. Employers, particularly large ones, have achieved a high level of claims sophistication. Newer claims technologies and analytics are allowing them insight into their data at a level never before imagined, prompting employers to leverage that data to find opportunities to improve absence and disability management across programs “rather than trying to break down walls between them,” said Parry.

Tom Parry, president emeritus and co-founder, Integrated Benefits Institute

“I think that we’ve realized that sharing information, creating integrated databases, and really looking at and using data as a way to identify real issues is really what’s driving this process,” he said.

As opposed to only viewing data within silos, integrating information allows employers to see commonalities across programs that might not otherwise be obvious, and also can help identify opportunities to share practices and resources for the benefit of all programs.

“If you can benchmark the [individual programs] by diagnosis,” said Parry, “then you can start to look across programs and see — does the workers’ comp side do a better job with back injuries, for example? What kinds of diagnoses are prominent in both systems? and how can I bring a strategy in medical management and return to work that really focuses on those as the first step?”

Protecting Productivity

The economic and labor landscapes have changed as well. Companies are operating leaner, and upheavals in numerous industries have created talent shortages. Now, more than ever, employers are grasping how each absence takes a toll on the company, even beyond the obvious.

Matt Sears, executive vice president of employee benefits at EPIC, related a story about a meeting with a CFO of a large national retailer. Sears was in the process of translating the company’s lost days into dollars and cents when the CFO asked him to focus on the number of lost days again.

“I think that we’ve realized that sharing information, creating integrated databases, and really looking at and using data as a way to identify real issues is really what’s driving this process.” — Tom Parry, president emeritus and co-founder, Integrated Benefits Institute

“That’s more important to me,” the CFO said to Sears. “We deliver to our customers, so if I have people who are missing days that means we’re missing delivery deadlines. That’s going to reduce sales for us and ruin our reputation — I’m more interested in how many of those days you can solve.”

“A lot of employers are starting to recognize that the Holy Grail isn’t claims costs,” said Sears. “The Holy Grail is productivity gains.”

That’s also why employers are shaking off the old thinking that non-occupational injuries should be treated with a hands-off approach, said Parry. He said there’s a growing focus on utilizing return-to-work programs for short-term disability, and looking for opportunities to improve medical care and shorten disability durations.

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Global return-to-work programs often make sense as a way to introduce the elements of an integrated absence management platform, said Tom Ryan, market research leader with Marsh’s Workers’ Compensation Center of Excellence. Global programs are “agnostic with respect to whether it’s workers’ comp or non-occupational or disability related. It really looks at just the individual, their work capabilities, and the time frame for when they can return to modified duty.”

It’s a win-win for employers and employees, said Ryan, and it’s also one of the easier ways to get buy in from stakeholders, he said. “Nobody wants to say that they don’t want to bring people back to work — that doesn’t make good business sense.”

Regulatory Jungle

Experts said one of the most significant drivers of renewed interest in an integrated platform is the unruly tangle of absence and disability laws that employers are required to keep track of and comply with. There are hundreds of federal, state and municipal law related to job absence, including FMLA and a plethora of new paid leave laws to sort through.

Employers operating nationwide have their work cut out for them trying to stay in compliance.

And it’s all too easy to make a misstep, said Kelly Dieppa, vice president, Disability & Absence and Affinity Services Operations Head for Broadspire.

“How these new state leave laws intersect with comp claims and with short term disability … [employers] just don’t understand it,” she said.

Matt Sears, executive vice president of employee benefits, EPIC

“Those days are gone, of feeling like they have control over everything and they really understand everything; it’s scary to employers. We’re in such a litigious culture and it gets worse and worse. They want to make sure they’re covered.

“I think from a compliance standpoint it’s only going to get worse for employers — it’s not going to get better, that’s for sure.”

Dieppa said that when employers are using a more integrated leave administration platform and using a consistent approach across occupational and non-occupational programs, it puts them in a much better place from a compliance standpoint.

“You’re treating everyone through the same lens, applying the same method of screening and eligibility across the board. So even if it’s work related, you know right up front if they’re [also] eligible for a state leave law of some kind. Whereas in a traditional work-related situation, you’re just dealing with that workers’ comp claim itself — you’re not layering anything else in at the initial injury.”

Crunching the Numbers

The data piece of the puzzle is light years ahead of where it was at the inception of IDM, but it’s still labor intensive, said EPIC’s Sears.

“Depending upon the client’s level of sophistication and organization and access to all of that data it’s difficult for them to pull that together,” he said. In some situations, an employer might have every leave program administered by a different entity.

“There’s no magic box; there’s no single data tool,” he said.

“We pull data from IBI to use it for benchmarking comparisons,” he explained, but to do a proper analysis across programs, “somebody has to just roll up their sleeves, spread everything out on a conference table and start going through looking for the patterns,” he said.

The key for brokers and other vendors is to focus that data, said IBI’s Parry.

“The danger in that is the employer starts being inundated with reports. It really puts the onus on the supplier partner, whether it’s a broker or the company selling IDM, to really focus attention in reporting on things that matter, not just give the employer every possible exhibit that can come out of that integrated database.

“We have to really focus on what really matters, what’s actionable. What are the three things the employer should do, rather than giving them a 200-page report of every single exhibit that system can generate.”

Making the Case

Parry cautioned that integrating data takes time and money, which means making the business case for it. Nobody’s integrating data just for the sake of doing it, he said.

“You want to integrate data to have better results.” And that’s what the C-suite needs to hear.

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“If I’m going to the CFO and saying hey give me $100,000 to integrate our data, the CFO’s going to say. ‘OK, what are we going to get for that?’ You’ve got the have an answer for that.”

The pragmatic strategy, said Parry, is to “benchmark your individual programs, look for opportunities, and take some steps. Then go to the CFO and say, ‘Here’s what we’ve done with siloed data. If we integrate data, we can focus on individuals and really drive a much higher penetration of strategy and outcomes than we ever have before.

“I think that’s a strategy that can really work for employers.”

So while the old concept of building a single organizational unit for absence and disability management may be off the table, IDM is still a significant platform for helping employers improve productivity, increase efficiencies, and decrease risk exposures.

“We can build a stronger program together than we can apart,” said Pam Bogner, DMEC education programs manager. “We can increase the efficiencies for both the employer and the employee. We can have what the employer needs to minimize their risk exposure — whether that’s financially, legally, or otherwise — together versus separately.

“If we all respect each other, if we all listen to each other and work together, we can accomplish more. And it’s going to bring better quality to the employer, to the employees and decrease risk exposure from all perspectives.” &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at mkerr@lrp.com

More from Risk & Insurance

More from Risk & Insurance

Insurtech

Kiss Your Annual Renewal Goodbye; On-Demand Insurance Challenges the Traditional Policy

Gig workers' unique insurance needs drive delivery of on-demand coverage.
By: | September 14, 2018 • 6 min read

The gig economy is growing. Nearly six million Americans, or 3.8 percent of the U.S. workforce, now have “contingent” work arrangements, with a further 10.6 million in categories such as independent contractors, on-call workers or temporary help agency staff and for-contract firms, often with well-known names such as Uber, Lyft and Airbnb.

Scott Walchek, founding chairman and CEO, Trōv

The number of Americans owning a drone is also increasing — one recent survey suggested as much as one in 12 of the population — sparking vigorous debate on how regulation should apply to where and when the devices operate.

Add to this other 21st century societal changes, such as consumers’ appetite for other electronic gadgets and the advent of autonomous vehicles. It’s clear that the cover offered by the annually renewable traditional insurance policy is often not fit for purpose. Helped by the sophistication of insurance technology, the response has been an expanding range of ‘on-demand’ covers.

The term ‘on-demand’ is open to various interpretations. For Scott Walchek, founding chairman and CEO of pioneering on-demand insurance platform Trōv, it’s about “giving people agency over the items they own and enabling them to turn on insurance cover whenever they want for whatever they want — often for just a single item.”

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“On-demand represents a whole new behavior and attitude towards insurance, which for years has very much been a case of ‘get it and forget it,’ ” said Walchek.

Trōv’s mobile app enables users to insure just a single item, such as a laptop, whenever they wish and to also select the period of cover required. When ready to buy insurance, they then snap a picture of the sales receipt or product code of the item they want covered.

Welcoming Trōv: A New On-Demand Arrival

While Walchek, who set up Trōv in 2012, stressed it’s a technology company and not an insurance company, it has attracted industry giants such as AXA and Munich Re as partners. Trōv began the U.S. roll-out of its on-demand personal property products this summer by launching in Arizona, having already established itself in Australia and the United Kingdom.

“Australia and the UK were great testing grounds, thanks to their single regulatory authorities,” said Walchek. “Trōv is already approved in 45 states, and we expect to complete the process in all by November.

“On-demand products have a particular appeal to millennials who love the idea of having control via their smart devices and have embraced the concept of an unbundling of experiences: 75 percent of our users are in the 18 to 35 age group.” – Scott Walchek, founding chairman and CEO, Trōv

“On-demand products have a particular appeal to millennials who love the idea of having control via their smart devices and have embraced the concept of an unbundling of experiences: 75 percent of our users are in the 18 to 35 age group,” he added.

“But a mass of tectonic societal shifts is also impacting older generations — on-demand cover fits the new ways in which they work, particularly the ‘untethered’ who aren’t always in the same workplace or using the same device. So we see on-demand going into societal lifestyle changes.”

Wooing Baby Boomers

In addition to its backing for Trōv, across the Atlantic, AXA has partnered with Insurtech start-up By Miles, launching a pay-as-you-go car insurance policy in the UK. The product is promoted as low-cost car insurance for drivers who travel no more than 140 miles per week, or 7,000 miles annually.

“Due to the growing need for these products, companies such as Marmalade — cover for learner drivers — and Cuvva — cover for part-time drivers — have also increased in popularity, and we expect to see more enter the market in the near future,” said AXA UK’s head of telematics, Katy Simpson.

Simpson confirmed that the new products’ initial appeal is to younger motorists, who are more regular users of new technology, while older drivers are warier about sharing too much personal information. However, she expects this to change as on-demand products become more prevalent.

“Looking at mileage-based insurance, such as By Miles specifically, it’s actually older generations who are most likely to save money, as the use of their vehicles tends to decline. Our job is therefore to not only create more customer-centric products but also highlight their benefits to everyone.”

Another Insurtech ready to partner with long-established names is New York-based Slice Labs, which in the UK is working with Legal & General to enter the homeshare insurance market, recently announcing that XL Catlin will use its insurance cloud services platform to create the world’s first on-demand cyber insurance solution.

“For our cyber product, we were looking for a partner on the fintech side, which dovetailed perfectly with what Slice was trying to do,” said John Coletti, head of XL Catlin’s cyber insurance team.

“The premise of selling cyber insurance to small businesses needs a platform such as that provided by Slice — we can get to customers in a discrete, seamless manner, and the partnership offers potential to open up other products.”

Slice Labs’ CEO Tim Attia added: “You can roll up on-demand cover in many different areas, ranging from contract workers to vacation rentals.

“The next leap forward will be provided by the new economy, which will create a range of new risks for on-demand insurance to respond to. McKinsey forecasts that by 2025, ecosystems will account for 30 percent of global premium revenue.

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“When you’re a start-up, you can innovate and question long-held assumptions, but you don’t have the scale that an insurer can provide,” said Attia. “Our platform works well in getting new products out to the market and is scalable.”

Slice Labs is now reviewing the emerging markets, which aren’t hampered by “old, outdated infrastructures,” and plans to test the water via a hackathon in southeast Asia.

Collaboration Vs Competition

Insurtech-insurer collaborations suggest that the industry noted the banking sector’s experience, which names the tech disruptors before deciding partnerships, made greater sense commercially.

“It’s an interesting correlation,” said Slice’s managing director for marketing, Emily Kosick.

“I believe the trend worth calling out is that the window for insurers to innovate is much shorter, thanks to the banking sector’s efforts to offer omni-channel banking, incorporating mobile devices and, more recently, intelligent assistants like Alexa for personal banking.

“Banks have bought into the value of these technology partnerships but had the benefit of consumer expectations changing slowly with them. This compares to insurers who are in an ever-increasing on-demand world where the risk is high for laggards to be left behind.”

As with fintechs in banking, Insurtechs initially focused on the retail segment, with 75 percent of business in personal lines and the remainder in the commercial segment.

“Banks have bought into the value of these technology partnerships but had the benefit of consumer expectations changing slowly with them. This compares to insurers who are in an ever-increasing on-demand world where the risk is high for laggards to be left behind.” — Emily Kosick, managing director, marketing, Slice

Those proportions may be set to change, with innovations such as digital commercial insurance brokerage Embroker’s recent launch of the first digital D&O liability insurance policy, designed for venture capital-backed tech start-ups and reinsured by Munich Re.

Embroker said coverage that formerly took weeks to obtain is now available instantly.

“We focus on three main issues in developing new digital business — what is the customer’s pain point, what is the expense ratio and does it lend itself to algorithmic underwriting?” said CEO Matt Miller. “Workers’ compensation is another obvious class of insurance that can benefit from this approach.”

Jason Griswold, co-founder and chief operating officer of Insurtech REIN, highlighted further opportunities: “I’d add a third category to personal and business lines and that’s business-to-business-to-consumer. It’s there we see the biggest opportunities for partnering with major ecosystems generating large numbers of insureds and also big volumes of data.”

For now, insurers are accommodating Insurtech disruption. Will that change?

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“Insurtechs have focused on products that regulators can understand easily and for which there is clear existing legislation, with consumer protection and insurer solvency the two issues of paramount importance,” noted Shawn Hanson, litigation partner at law firm Akin Gump.

“In time, we could see the disruptors partner with reinsurers rather than primary carriers. Another possibility is the likes of Amazon, Alphabet, Facebook and Apple, with their massive balance sheets, deciding to link up with a reinsurer,” he said.

“You can imagine one of them finding a good Insurtech and buying it, much as Amazon’s purchase of Whole Foods gave it entry into the retail sector.” &

Graham Buck is a UK-based writer and has contributed to Risk & Insurance® since 1998. He can be reached at riskletters.com.