What Do Innovation and Diversity Mean for Leave Professionals?

By: | October 25, 2018 • 3 min read
Terri L. Rhodes is CEO of the Disability Management Employer Coalition. Terri was an Absence and Disability Management Consultant for Mercer, and also served as Director of Absence and Disability for Health Net and Corporate IDM Program Manager for Abbott Laboratories.

There are many trends shaping the workplace and increased risks faced by employers. While it’s difficult to rank these trends, currently there appears to be two main drivers of change.

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The first is probably the one constant when it comes to change: A new generation entering the workplace. While much has been written about the outlook, goals, and skills of younger workers, one characteristic stands above the rest: comfort with and expectation of diversity.

While bias and stereotypical thinking have not disappeared and might never do so, younger workers are much less likely to express and act on them. And there is substantial evidence they simply don’t share those views as frequently.

The second trend impacting the workplace is a long economic recovery that shows no signs of ending soon. Employers are once again competing for talent and must often implement proactive policies to retain top candidates.

What’s perhaps most interesting about talent competition in this economic cycle is that it usually centers more on the quality of the workplace than the quantity of the pay packet.

That means there is a greater emphasis on benefits, from paid family leave to more flexible 401(k) programs. Employers are getting innovative with these programs to ensure they have the workforce they need to grow in an expanding economy.

In today’s economy, employers that embrace diversity and innovation usually find themselves a step ahead in attracting and retaining the talent they need to exploit this economy’s many opportunities.

Much of this innovation involves and requires the adoption of new and especially impactful programs and technology.

At the 2018 DMEC annual conference, innovation and diversity were key themes. Most speakers and presenters touched on these concerns in some way.  Here are just a few of the insights offered.

Neurodiversity

It can take engineer-level intelligence and work intensity to deliver today’s technology products and services. Ernst & Young LLP (EY) found that a formerly ignored population can deliver these traits — people on the autism spectrum. Presenters described how they built their program to recruit, equip and support employees on the autism spectrum.

Adding neurodiversity to the workplace solved problems that other employees weren’t aware of. As the presenters noted, accommodations EY made for individuals on the spectrum helped the entire team.

This program provides a good example of how embracing diversity in all its forms isn’t just the right thing to do; it’s also good business.

Transgender Employees

Through growing awareness and education, there are now tools available to support people who have experienced a major shift in their gender identity and expression in a way that is helpful and legally compliant.

For many employers, embracing transgender employees requires changes in their processes and programs. This includes hiring or training qualified counselors who can identify psychological processes that may need and qualify for reasonable accommodations.

Of course, such counselors can identify the range of psychological processes that may require accommodations. This proactive approach to complying with the ADA and other laws enables employers to get ahead of the curve and help prevent medical, legal and other risks. It’s another example of how embracing diversity can benefit an entire organization.

Artificial Intelligence (AI)

“Automatic” claim management using AI is happening already as carriers and other claim management vendors install AI systems, which they make available to clients through outsourced or co-sourced services.

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Some insurance carriers that have not yet fully implemented AI systems are using outsourced AI organizations to review blocks of thousands of complex claims.

Since AI systems rely on ever-more data, using them means absence, HR and other managers need to be skilled in identifying and obtaining it. This often entails new training programs to bring these professionals up to speed in how to maximize employers’ investments in AI, big data, etc.

As a result, this latest round of technological innovation is resulting in real innovation in how employers view and train “soft skills” experts.

Diversity and innovation are self-reinforcing trends. In today’s economy, employers that embrace them usually find themselves a step ahead in attracting and retaining the talent they need to exploit this economy’s many opportunities.

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]