Risk Insider: Jack Hampton

Truth and Deception in Higher Education

By: | August 24, 2017 • 3 min read

John (Jack) Hampton is a Professor of Business at St. Peter’s University, a core faculty member at the International School of Management (Paris), and a Risk Insider at Risk and Insurance magazine where he was named a 2018 All Star. He was Executive Director of the Risk and Insurance Management Society (RIMS), dean of the schools of business at Seton Hall and Connecticut State universities, and provost of the College of Insurance and SUNY Maritime College in New York City.

Colleges are struggling on every side. Private schools do not have enough new students. Public institutions have too many.

Students can’t get onto their preferred campuses. They can’t afford to pay the tuition wherever they finally matriculate.

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Professors take forever to get doctoral degrees. When they get them, they can’t find full-time positions. If they do, they do not get tenure.

Presidents raise money, comply with burdensome government regulations, resolve sex scandals, and respond to athlete misbehavior. Everybody criticizes them.

In the midst of these crises, many schools have lost sight of what is going on in the classroom.

All too often, students pick a school based on comments from parents or friends or a pleasant experience during an orientation visit to the campus on a sunny day. They make unfounded assumptions, recite opinions without reflection, and act based upon biases they do not even know they have. Emotions overcome logic.

Undergraduate programs are built upon topics such as English, biology, business, or education. All useful in many ways but are they preparing graduates for sorting out truth from fiction?

The campus itself presents a myriad of misleading challenges. Consider college recruiting slogans:

  • “We help students, just ask us.” How does this compare with subsequent services provided by the registrar, bursar, or housing office?
  • “On our campus, you are a name, not a number.” Discuss this recruiting slogan with 185 fellow students in the Ethics 101 lecture hall.
  • “We understand technology and that’s why we’ve put it at the core of your academic experience.” Think about this message as your professor writes lecture notes with chalk on a blackboard.
  • “We offer financial aid to help you afford your education.” Compare the $42,000 a year tuition with your $8,000 “scholarship,” an arrangement that will leave you with $84,000 in debt at graduation.

All too often, students pick a school based on comments from parents or friends or a pleasant experience during an orientation visit to the campus on a sunny day. They make unfounded assumptions, recite opinions without reflection, and act based upon biases they do not even know they have. Emotions overcome logic.

Wouldn’t it be nice if we could come up with a single recommendation to help everyone? Perhaps, we can. How about a new freshman course taken as part of the college core along with humanities, science, and ethics? Picture the write-up in the college catalogue:

Deception Management 101 (3 credits) This course prepares students for a world where people are encouraged to believe things that are not true. Whether called beguilement, deceit, bluff, mystification, ruse, or subterfuge, deception is everywhere. In this course, students learn about propagating falsehoods, half-truths, denial of information, not to mention distraction, propaganda, sleight of hand, camouflage, concealment, and bad faith. The final assignment is a case study in self-deception.”

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The course starts with how students and parents choose a college. Some students are not ready for college, even as some colleges are not worth the price they charge or the level of debt they create. Students learn that people make bad decisions because they ignore facts and evidence. We decide based on our beliefs. To resist deception, we must change what we believe.

An entering college freshman believes many things. Black is the color of the box sought after the crash of an airplane. Wrong. It is orange. Christopher Columbus discovered America. Wrong. Six million “Americans” were already here in 1492. The Great Wall of China is the only man-made object on earth that is visible from the moon. Wrong. No man-made object is so visible.

These beliefs are no big deal. Failing to challenge other beliefs is far more serious. Every student should attend college. Students should incur crushing debt to finance a degree. Graduating from a university ensures a high salary. These all-too-common beliefs mask themselves as the “truth.”  In many cases, they are false.

Higher education, on its current path, is not solving all problems for a generation about to graduate. It, along with its accompanying student debt, is creating serious problems. That is the “truth” about higher education. It is also the deception.

More from Risk & Insurance

More from Risk & Insurance

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]