Targeting programs on another level: paths to improving workforce well-being and productivity

January 22, 2024

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Unplanned employee absences — whether due to on-the-job injuries, physical or mental health conditions, family care needs or personal circumstances — are on the rise. Hyper-targeted programs are emerging as an effective way to help employers improve employee outcomes and productivity, control costs, and promote well-being.

Rising absenteeism and its costs

In the post-pandemic world, employees are absent from work much more often than in the past. According to the U.S. Bureau of Labor Statistics, about 7.8 million workers missed work in January 2022 because they had an illness or injury, needed medical attention or had to attend an appointment. This number has more than doubled since January 2021 where 3.7 million workers had similar absences. 

Nearly 4.2 million workers, or 3.3% of the American workforce, worked part-time in January 2022 for the same reasons — the second highest-ever percentage since data collection began in 1976.

The rise is likely due to a mixture of societal factors, such as the normalization of working from home during the COVID-19 pandemic, decentralized employees working remotely or on hybrid schedules, increasing instances of debilitating stress and mental health issues, and inadequate support for employee health and wellness. On-the-job injuries, another driver of absenteeism, are also on the rise. Sedgwick’s U.S. book of business for 2022 reflected an overall increase of 6.4% in workers’ compensation claims compared to 2021.

The costs associated with absenteeism are steep. In 2020, the Integrated Benefits Institute (IBI) found that employee absences cost U.S. employers around $575 billion, or $3,900 per employee. The study also found that, for every dollar U.S. employers spent on healthcare benefits, an additional 61 cents was spent on illness-related absence, disability and reduced work output.

To counter this trend, organizations are embracing targeted workforce programs that enhance the employee experience, ensure employees feel supported and cared for, and promote talent attraction, retention and development. Many such programs can be organized into two categories: those that lead with empathy and those that leverage data. 

An empathy-led approach

A 2023 Mercer global talent trends report found that out of 11,000 employees surveyed, only 2 of every 5 employees reported feeling like their company meets all their needs. If employers seek to understand their employee’s full lives, they can better safeguard their emotional, physical, social and financial well-being.

Leading with empathy means focusing on the whole person and considering — without prejudice — all factors that might affect how employees navigate systems and progress toward resuming a full and productive life. To that end, employers are designing programs that recognize the range of challenges employees are dealing with, while offering a touchpoint of caring. 

One popular strategy for infusing empathy into workforce programs is the development of employee personas, or semi-fictional profiles that represent one segment of an employee population. Employers can use workforce demographics to craft these personas, based on a range of characteristics: employee age and stage of life, location, educational background, tenure, life experience, family status and other attributes. 

Employers can then build narratives around these personas to understand how various employee groups might be affected by specific scenarios. How a certain employee group might deal with an injury, illness or disability, for example, or how they might engage with their benefits, the healthcare system or other technology platforms. 

A data-driven approach

You can’t fix what you don’t know; that’s where reliable data comes in. Harnessing employee on-the-job injury and absence utilization data can pinpoint improvement areas and help inform decisions on workforce wellness initiatives, benefits design, timely interventions and more. As employees’ family health and wellness concerns are increasingly diversified and complex, employee data can also be an invaluable resource for curating programs that provide holistic support.

Employers can also leverage employee wellness data from biometric screenings — or clinical assessments conducted by trained professionals at the worksite or a designated provider’s office — that identify and monitor certain health conditions. Data from biometric screenings provide employers with a baseline assessment of the overall health of their workforce. 

Yet according to a 2022 KFF report, only 24% of small organizations and 45% of large organizations offer biometric screenings to their employees. By instituting such screenings and analyzing employee data collected through them, employers can better tailor their preventative programs and intervention offerings — such as smoking cessation, weight management or lifestyle coaching.

The best of both worlds

The true ideal for tailoring employer-provided programs brings together both approaches — leading with empathy and leveraging data — to meaningfully improve employee outcomes. As technology evolves, opportunities abound to connect empathy with process so systems can be more easily navigated, and initiatives be tailored further to individual needs. Ultimately, the goal is for employers to promote productivity and well-being, create personalized and efficient end-user experiences, and provide a higher level of care to their valued employees.

> Learn more — check out an expanded version of this article in Sedgwick’s digital magazine, edge, issue 22

Imagine the possibilities: annual recap

December 29, 2023

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As we wrap up 2023, we’re presented with an opportunity to reflect on the new and unexpected challenges our clients faced this year — and their resilience along the way. Employers, risk management and human resource professionals, brokers and carriers harnessed their experiences to imagine the possibilities for their programs. At the same time, our industry experts and thought leaders kept them informed on emerging trends, industry news and best practices. 

The topics below are part of Sedgwick’s Imagine 23 list that our team, alongside our partners, wrote about and created solutions for throughout 2023. 

The challenges we’ve faced this year aren’t going away; they continue to evolve, along with our reflections and guidance. Continue to follow the conversation! We invite you to catch up on the latest blogs about the issues facing people, property, brands and performance.

Helping people

In every industry and vertical, organizations stayed focused on creating — and incentivizing — a healthy workplace culture. Our new normal, hybrid workplaces, demands a new perspective on meshing productivity and flexibility, and we saw employers finding ways to streamline leave policies and enhance accommodations in an ever-complex landscape. 

Restoring property 

We’ve entered an era of specialty expertise, as we engineer new solutions for complex losses, manage climate’s impact on claims and shift the supply chain focus to be more tactical. And having come through years of the pandemic’s impact, we asked ourselves: Is the state of emergency a new weapon in the risk management arsenal?

Preserving brands

Staying ahead of the pace of change meant an even greater emphasis on technology, and strategically prioritizing prevention, in these times of increased cost, became more important. Blending the worlds between brands and their people, we saw ESG move from obligation to transformation. 

Empowering performance 

From persevering through economic uncertainty to maintaining compliance and reputational integrity in the midst of geopolitical instability, organizations found new value in data and optimization, as well as new ways to retain and attract top talent amid workplace turmoil.

Connect forward 

None of us knows what 2024 may bring. But in the unexpected, you can be sure of this: Sedgwick will be here for you, watching trends, sharing ideas, offering support, bringing the best of our global and local resources, and connecting to what matters most. 

Stay tuned for more on our 2024 thought leadership list. We look forward to continuing the conversation and sharing insights with you throughout the new year.

Seamless management of injured workers’ care benefits all stakeholders

December 19, 2023

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It’s no secret that healthcare systems can be difficult to navigate. When care is associated with an injury or illness incurred on the job, the complexities of the workers’ compensation system may further compound the challenges. Many employers opt to work with experienced claims and managed care partners to give employees a better experience, facilitate recovery and return to work, control costs, and ensure full compliance with jurisdictional requirements. However, navigating a patchwork of specialists and ancillary care providers, along with their disparate online systems, can be just as challenging. Here, we will highlight how the seamless management of care for injured workers is a major win for all parties involved in the workers’ compensation system.

Benefits for employers

When an employee gets injured or ill at work, their employer is responsible for making them whole again. It’s a legal obligation, the right thing to do, and in the employer’s best interest. Organizations want the highest quality, most appropriate and timeliest care for their employees to maximize medical efficacy and recovery. What’s more, they want all of that at the best possible price, as Sedgwick’s workers’ compensation book of business shows medical spending accounting for about 50% of claim costs. 

While that combination may sound too good to be true, it is possible when employers work with the right managed care provider. By using a partner with an established network of highly rated, licensed and insured practitioners in the right specialties for occupational medicine, as well as pre-negotiated treatment discounts, employers can take advantage of rates well below fee schedule while providing employees with outstanding care. Premier managed care providers can offer “wholesale” rates for care due to their buying power and careful oversight; many also conduct bill reviews to yield an additional 10-15% in savings — with no additional work required by their employer clients. 

Another way we help employers reduce claim costs is by applying sound healthcare price management techniques. Among Sedgwick’s workers’ compensation clients, 32% of medical spending is on ancillary care, which includes durable medical equipment (DME) like canes and wheelchairs, as well as prosthetics, orthotics and supplies (POS). Much like in the pharmacy sector, managed care providers use formularies and product catalogs to identify generic equivalents — for everything from name-brand bandages to crutches — so employees receive equally effective care and supplies at significantly lower prices.

Fully integrated managed care programs offer benefits beyond cost savings, too. When injured and ill employees are referred for treatment through a managed provider network, claims are reviewed by clinical experts to ensure medical necessity and appropriateness of care. The use of well-vetted and credentialed network providers means a more accurate assessment of the warranted treatment plans. This approach brings tremendous value to any employer’s program — especially when it comes to high-cost products and services, such as custom prosthetic devices, diagnostic imaging and in-home healthcare services. System integrations further simplify processes and create efficiencies, and vendors and providers get paid faster due to pre-negotiated pricing.

Benefits for claims handlers

Workers’ compensation claims examiners and case managers on programs with integrated managed care are at a distinct advantage. Thanks to seamless technology interfaces, they can refer workers for care and order necessary medical supplies from multiple sources directly from their established claims system — without having to log onto separate vendor portals. 

Claims professionals know that having screens dedicated to managed care within their system of record is a real differentiator. Streamlining the number of password-protected websites they must use in their daily jobs promotes efficiency, lowers the risk of human error or data breach, reduces frustration and busy work, and improves their overall work experience. Furthermore, the integration enables electronic billing information to be transmitted directly to the claim file — and medical bills can be processed without further human touch if reserves are in place on the claim! 

Integrating the management of medical care with the workers’ compensation claims process also helps examiners focus on their primary responsibility, which is supporting injured and ill workers in their time of need. When examiners feel confident they’re referring workers to quality practitioners and equipment providers in well-managed networks, they can devote their energies to communication, removing barriers, and managing the fiduciary responsibilities of their assigned claims. 

To further support workers’ compensation claims examiners, some leading managed care providers have added ancillary care coordinators to their teams. These professionals spend a lot of time getting to know the services, equipment and supplies they manage, so they can ask the right questions and work with examiners to enlist the right resources on their claims. Care coordinators’ in-depth knowledge helps them readily identify issues as they arise and escalate them to the appropriate medical experts for accurate and prompt resolution. 

Benefits for injured workers

The ultimate beneficiary of effective management of care in workers’ compensation is, of course, the employee. The efficiencies and oversight of integrated programs enable workers to promptly secure appropriate and high-quality medical care after an on-the-job injury or illness, which helps them get back to health and productivity faster. Employers that include ancillary care in their programs offer a seamless experience to employees needing medical equipment, supplies or special services. The assigned examiner and care coordinator collaborate to arrange for ordering, delivery and setup, as well as any fittings or training that may be needed. Streamlining the process gives the employee the best possible experience and increases the likeliness they’ll use all available resources to achieve maximum recovery. 

With the constant threat of an unfavorable experience going viral on social media, combined with a lingering tight labor market, it’s more pressing than ever to take good care of your employees. One easy way to do that is to partner with a managed care provider with integrated capabilities that can bring the highest level of care to your workers’ compensation program.

Incentivizing healthy workplace culture

November 27, 2023

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Following the COVID-19 pandemic, the Great Resignation staffing shakeup and other factors, workers are increasingly focused on what truly matters to them and what they deserve. And as the nationwide prevalence of mental health issues — particularly anxiety, depression and substance abuse disorder — continually exceed record-breaking highs, employers are beginning to embrace their role and responsibility in providing sufficient support for their employees. 

One solution is to promote work-life balance, which helps reduce stress and prevent burnout in the workplace. However, U.S.-based employers have a long way to go from the employee perspective. The United States ranks 30thon a list of 38 countries where work-life balance is considered; with 66% of American full-time employees perceiving an imbalance.

Research suggests a satisfactory work-life balance leads to numerous benefits, including higher productivity, commitment and motivation to work, lower rates of absenteeism, and improvements in physical and mental health for employees. On the flipside, an imbalance in this area points to poor satisfaction, chronic stress, unproductivity and problematic behavior at work or home.

There are specific steps leaders and mid-level managers can take to address these concerns and drive work-life balance for employees.

Taking such steps is not only beneficial for employee well-being; it’s better for business. By implementing a sustainable work-life balance from an organizational level, employers pave the way for better collective morale, lowered stress, a more productive staff and increased positive presence in the business community — all while doing right by your employees.

Advocating for airlines: stabilizing the aviation industry in a time of unprecedented change

November 1, 2023

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This blog is the first installment in a series where our experts highlight the aviation industry’s challenges and trends. In part one, we discuss the people story. Stay tuned for the second blog focused on the property/liability claims story, which is coming soon.

The global airline industry landscape has seen unprecedented fluctuations in recent years — from mass layoff upheavals and labor shortages to operational challenges resulting in widespread flight delays and cancellations. Today, airlines around the world are focused on increasing capacity, smoothing out operational kinks and retaining workers. 

As flights returned to 2019, pre-pandemic volumes, airlines are playing catch up through hiring sprees. Amid widespread labor switch-ups, a concerning trend has taken shape: a substantial rise in employee workers’ compensation claims, in both frequency and severity. Are airline employees being sufficiently advocated for?

Airline employee claim trends

The types of workers’ comp claims range from a flight attendant slipping and falling during a layover at a hotel to a fatigued baggage handler spraining an ankle during a night shift. Some airlines are experiencing notable increases in newer employees sustaining on-the-job injuries, while others are seeing older, longer-held workers sustaining more severe injuries due to steep physical demands while aging. Regardless, there are injuries abound. 

The concentration of injuries among newer employees could point to lackluster pre-employment testing, unequipped new hires or poor training when it comes to the job’s physical demands. A large majority of the claims we see are musculoskeletal-related, resulting from ground crew members lifting, pulling and pushing. But there are other factors, too. 

As the climate changes and severe weather events occur more frequently, increased temperatures are affecting workers on the tarmac and other outdoor environments. Additionally, claims are more expensive and complex now than before. When comparing 2022 versus 2019 airline workers’ compensation claims, increased severity of claim cost has contributed to 5.3% more total temporary disability (TTD) days and 4.2% longer durations, according to Sedgwick’s aviation book of business. Medical treatment is more complex, disability durations are longer, and claims aren’t closing as quickly as they were pre-pandemic.

Harnessing industry-leading tools

In an environment where employee absences — whether from injury or illness — can quickly impact the bottom line, it is critical that employers have the right tools and resources at their disposal. 

First, employers need to understand the root of a problem, and those answers lie in an organization’s data. To successfully manage productivity, and protect itself from litigation, employers need access to all current data: workers’ compensation, disability, absence, accommodations, liability and property claims, etc. However, many airlines do not have a data collection system in place. 

With more than 30 airline clients, Sedgwick’s benchmarking is the largest data set in the airline industry. It allows for sophisticated predictive modeling, industry benchmarking and data analysis that can clearly pinpoint trends, identify cost drivers and track performance metrics. Above all, it grants Sedgwick the ability to provide an unprecedented level of insight — like no one else can. Our data assets are leveraged by our tech offerings: proprietary claims systems, our flexible intake platform Smart.ly, viaOne suite for clients and mySedgwick self-service tool for consumers. 

Customizable solutions

Managing risks for airline clients creates unique challenges, from the breadth of potential exposure to the diversity of possible claims. A cookie cutter approach will not fly. That’s why each program is designed with flexibility in mind — bolstered by the understanding that an airline’s needs today may be drastically different than their needs six months from now. Whether the need be addressing pain points related to workers’ comp, providing additional structure for accommodation requests or white-glove-service handling of non-occupational injuries, all solutions ebb and flow with the client’s ever-changing needs.

Airline employees range from pilots and flight crew to ground and support personnel — with several different collective bargaining agreements. Whether an airline is a union or not, custom return to work management is critical. Sedgwick’s suite of services can administer limited duty placement and provide the oversight required to support the airlines’ interactions with labor groups and avoid unnecessary violations. 

Advocating for your valued employees

Airlines run 24/7 operations, so when an employee needs urgent medical assistance, it could be at any hour of the day or night. The industry has seen significant gaps in readily available clinical consultation resources when on-the-job injuries and illnesses do occur. That’s where Sedgwick comes in, as an extension of our airline clients, to provide injured workers with the highest level of care — no matter what time of day they may need it.

As claims volumes increase, and litigated claim expenses, such as legal defense, surveillance and special investigations continue to rise, advocating for employees has never been more critical. According to data from the National Association of Insurance Commissioners (NAIC), litigated claim expense costs as a percentage of the total incurred losses can account for as much as one-third, or even one-half, of total incurred losses. Additionally, awarded verdicts are higher than ever. A study by Verdict Search found that between 2019 and 2020, there was a 300% increase in awards across the insurance industry of $20 million or more. Reported losses across various lines of business are growing at a faster pace than insurance premium rate increases. 

Looking forward

Many airlines are seizing the current growth opportunity by offering more flights and adding more destinations to their routes. That will likely continue. As growth increases, so will claim volumes — unless employers reassess their approach to employee advocacy. In the coming months, organizations that demonstrate a commitment to exploring promising solutions and supporting their injured workers will be the ones that overcome current challenges and come out ahead.

Crisis and critical incidents: clinical resource response

October 10, 2023

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The landscape of crisis and critical incident response within the claims industry is expanding. Where once teams managed cases almost exclusively involving the critically injured, new layers of care and response are emerging that address the “ripple effect” of trauma experienced by third parties, bystanders and witnesses to a crisis.

This broadening of both definition and services by critical incident response teams stems from an increase in new client demands in the aftermath of an incident—specifically, by individuals not directly related to the incident. For example, demand for treatment services may come not just from somebody who has had a severe fall at work, but from individuals who witnessed the fall or shared an environment with the injured worker at the time of the incident and been impacted by the event.

At Sedgwick, our approach to crisis care has shifted to include a broader spectrum of cases and claimants that reflect these trends. The rise in popularity of recovery program components like behavioral health services signals not only impacts for employers navigating return to work procedures, but an industry-wide embrace of viewing recovery and treatment through a holistic lens of overall well-being. If we can understand how an event impacts a person’s life, the thinking goes, we can provide more targeted care solutions and get them on a faster road to recovery. It is a modern but structured approach to crisis care that is resulting in better claims outcomes and happier, healthier customers.

Role of the practitioner in recovery

The case management process begins when crisis care specialists are contacted by claims staff or clients directly. Immediate needs may be obvious, as when an injured worker is hospitalized. A field case manager may be dispatched to the hospital where the injured has been admitted overseeing triage service with regular medical updates. Once the injured worker is discharged, a nurse may be assigned to assist with case management for post hospital care needs. Alternatively, claimants may seek different avenues of case management outside of critical injury, such as behavioral health services management, or in instances where multiple practitioners may be involved, and the claimant needs assistance facilitating setup of a care network. 

Case management is an intricate part of the recovery process. Especially for injured persons who just want to focus on getting better, case managers really serve to take the pressure off — whether it is by educating injured workers on their recovery rights, ensuring continuity of treatment services, or simply acting as a reliable touchpoint for communications during what can be an otherwise lonesome and isolating time.

One type of practitioner as in-demand for recovery services (after physicians and nurses) are behavioral health services providers, including licensed mental health clinicians. The difficulty of returning to “normal life” following a traumatic incident can be pronounced. Claimants may have anxiety about returning to a workplace where they witnessed a catastrophic event. Others may be facing a longer road to recovery after suffering catastrophic injuries. Behavioral health professionals are coming into focus not just as an essential facilitator of return-to-work, but as agents for overall health improvement.

The trend toward a holistic view of care means a variety of practitioners can apply their specialties to better identify potential barriers to care (preexisting conditions, family structure), uncovering in the process how individual lives are affected by crisis, and tailor treatment solutions accordingly.

Employers’ role in improving return to work 

In many ways, the COVID-19 pandemic changed how employers approach policies around absenteeism, disability leave and return to work. The diagnosis of “long COVID,” for example, compelled employees and employers to come to the table and reevaluate how employee roles might be adjusted to ensure they can work if they want to and so productivity losses are avoided. 

From a crisis care perspective, standards relating to recovery time and return to work have not changed. However, there is a greater awareness that crisis recovery is complicated, as employers learn more about what their workers need, and as mental wellness becomes more of a central discussion point. A positive outcome of the pandemic’s effect on the workplace definitely includes more of an openness to talk about these care points as potential barriers to return to work, as well as successful outcomes relating to management of employee disabilities and improved integration of these individuals into operations. 

For those employees in recovery who will be able to return to work eventually, employers can take a proactive approach to accommodations. In other words, what are the best options for getting this employee back to work? Thinking outside the box about what can help from the individual’s perspective and maintaining open communication will support greater employee satisfaction in the long term.

Most injured workers recovering from a crisis or critical incident want to get back to work as soon as possible; their routine represents normalcy. That said, the last thing employers want to do while transitioning an employee back to work is retraumatize or re-trigger the individual. People can relapse after a crisis so it is important to set realistic expectations early on.

Create a successful return to work plan by optimizing an employee’s capacities in combination with the right resources at the right time. Employers will see enhanced productivity and potentially improved health outcomes. The sooner a purpose and interpersonal engagement can be re-introduced into an employee’s life, the better the likelihood of a successful return to work transition.

Learn more > Our behavioral health solutions identify and address work-related injuries and traumatic eventsin an effort to help employees get the care they need to recover and return to work.

Reimagining the future of training

July 14, 2023

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People are the greatest asset to any organization. When it comes to supporting employees, companies must work toward creating and enhancing effective training programs. Employers are encouraged to rise to the challenge, but are often faced with obstacles.

3 pain points employers face when developing employee training programs

Not enough time for training: Production work is crucial and often pushes personal and professional development off into an unknown future date that seems to fall off the calendar. The development of non-technical skills consequently becomes an afterthought. After initial onboarding, leaders should be empowered to take time for their own development and encourage their direct reports to do the same.

Leaders are not equipped, empowered or encouraged to coach direct reports: It’s no secret that the quality of an employee’s experience lies heavily with their direct manager. When leaders have the skills to guide for growth, training and other support is more readily accessible. From the hiring phase to coaching and feedback throughout the year, managers must make an effort to connect on a social learning level with other leaders to share best practices, network and find shared solutions.

Lack of consistency: When one approach to training feels different than another, objectives aren’t as clear for employees. Each portion of the training program should be delivered in a way that’s digestible, use the same platform throughout and provide space for questions. Building a team of instructional designers and strategists focused on the growth and leadership of that particular business unit is another way to improve the experience. These efforts create a consistent and holistic approach to corporate onboarding, annual compliance and leadership development.

Striving for engagement, productivity and connection

To elevate employees’ knowledge, skills and abilities requires a thoughtful strategy. Studies show that organizations that implement successful training programs have happier, more engaged and more productive employees.

Learn more — listen to the podcast about continuing education.

Pressure-proofing the workforce for 2023

March 20, 2023

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Though the workforce upheaval sparked by the COVID-19 pandemic and other global factors has begun to subside somewhat, employers will surely continue to feel tremors in 2023 and likely beyond. Seismic business, social and political shifts are still shaking organizational foundations. The ongoing war for talent means staffing problems for employers and resulting employee burnout. Consequently, forward-thinking organizations are rethinking some of their employment models and strategies to support their workers and maintain productivity.

The experienced are exiting

In 2021, 48 million people left their jobs in the U.S. alone. In 2022, an additional estimated 20% did the same — and many aren’t returning. In some industries, such as construction and retail, periodic job losses are expected; but this specific job exodus is predominantly among skilled workers, especially in the service industries (financial activities and business and professional services being the two categories with the highest talent shortages, according to the U.S. Chamber of Commerce).

Notably, attitudes about work are evolving. The pandemic and its related physical and mental health issues finally pushed legions of employees to reprioritize their approach to work and to rethink work-life balance. While protecting workers from overwhelming job demands, it has carried a cost for employers. According to the U.S. Bureau of Labor Statistics, productivity fell during the first two quarters of 2022. Many analysts believe that disengagement, fueled by various factors, was a pivotal contributor to the decline.

Another issue impacting employers’ productivity and operations is employee stress claims arising at an all-time high. According to Gallup’s State of the Global Workplace: 2022 report, 44% of U.S. employees experienced “a lot of daily stress” the previous day — a stat that represents one reason why mental health claims are increasing globally.

A fresh approach to talent management

Whatever the impetus, employers are seeking a path to solid ground for both their organizations and their employees — and they must in order to remain competitive. Gallup’s study also reports that well-being has become the new workplace imperative to fight descending recruitment and retention trends.

One innovative strategy for tackling challenges — from productivity to engagement to mental health — is adopting resource or staffing management solutions, which are designed to support organizations through workload peaks and employee absences/leaves. Many employers in the insurance industry already consider resource solutions during catastrophes or surges, such as when claim volumes increase exponentially after a natural disaster occurs.

But just as an organization might deploy resource solutions during a catastrophe, it’s time to make that option the norm in managing employee burnout and improve engagement and productivity. A smart workforce management strategy can fill gaps, offset demands, minimize the burdens pressuring existing employees and counter emerging challenges. It can provide more bandwidth to support targeted initiatives such as business transformations and mergers and acquisitions.

Resource solutions offer an array of opportunities

A resource solutions program assures a ready pool of experienced and vetted workers, ensuring that a skilled team can step in quickly to perform tasks or even help train existing employees. These colleagues can fill any role an employer may need — for as little or as long as needed — from payroll, auditing and adjusting, to customer service, clerical and other vital functions.

Whether it’s an insurer that needs loss adjusters following a natural disaster in Australia, or an administrator that needs a forensic accountant to serve a fraud prevention program in Florida, employers no longer need to burden their at-capacity workforce with more stress. Instead, a resource management partner can rapidly fill those positions and assume those responsibilities.

With some professionals opting out of traditional jobs and leaning into the gig economy, shortages of available talent interested in full-time work are making it difficult to find new hires. Resource solution programs can help with this, too: Strong partners can help employers look at these challenges through a fresh lens, act as a resource for training and development, and support employees in managing the pressures of modern work. The result is innovative talent solutions that enable organizations to meet their goals, while protecting their most valuable asset: their people.

2023 won’t be business as usual

While much uncertainty remains regarding the global marketplace and workforce challenges, we can make a few predictions: The employment market will remain tight, employees will continue to experience stress and anxiety, and productivity and engagement strategies will be vital to employers’ success.

To help manage the uncertainty of today’s market, one strategy is to establish strong partnerships with solution providers who function as much more than staffing agencies; they become an extension of their clients’ operations. Strategic partnerships enable companies to augment their offerings, fill in gaps in expertise and infrastructure, and leverage talent in ways that yield a whole greater than the sum of its parts.

Learn more — check out an expanded version of this article in Sedgwick’s digital magazine, edge, issue 20, or contact Joanne Sloper, head of recruitment and resource solutions, at [email protected], for details on Sedgwick’s resource solution offerings

Continuing education seen as a “must have” among employees

February 7, 2023

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Supporting an atmosphere of learning by offering ongoing professional development opportunities enables employees to keep their skills sharp, gain new proficiencies, and enjoy personal and professional growth.

For employers, providing access to corporate universities, tuition assistance benefits and mentorship programs is seen as a win-win for their employees and the business. In this podcast, we are joined by Mara Petrovsky, SVP of colleague experience and Josh Smith, head of global talent management who share how Sedgwick is supporting growth and development for colleagues around the world. To listen, click here.

Imagine 23: highlighting industry trends for the year ahead

January 24, 2023

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By Kathy Tazic, managing director client services

Sedgwick’s industry experts and thought leaders are committed to keeping our clients informed on emerging challenges, opportunities and industry news. We’re excited to introduce our Imagine 23 list, which highlights topics and trends employers, risk management and human resource professionals, brokers and carriers should watch throughout the year.

Imagine solutions for people…

Organizations have grown more responsive to the needs of their workforce and customers across the world. As we settle into agile work models and address ongoing health and productivity challenges, employers are imagining ways to find stability. In pursuit of healthy workplace culture, we expect to see new options for onboarding, collaboration, inclusion and benefits. We anticipate the emergence of hyper-targeted programs designed to improve outcomes and experience.

Imagine solutions for property…

Property challenges span from the specific to the complex to the obscure. We’re in an era of specialty expertise, investigations and tools to help loss adjusters and claims professionals address the details. Technology is allowing us to reimagine the way we work, collaborate, communicate, adjudicate claims, manage data, add value, fight fraud, and reach improved outcomes. Carriers and risk managers will need the right tools, expertise and partners to be prepared for coming challenges in climate, coverage and continuity.

Imagine solutions for brands…

Operating in a globalized and connected environment, organizations must be acutely aware of the changes occurring around them — in regulations, technology, consumer preferences, supply chains — and the complexities they bring. Failing to keep up can create gaps in safety, compliance and coverage and take a toll on brand reputation. In the year ahead, we imagine added value coming through proactive prevention, data protection and ESG-inspired transformation.

Imagine solutions for performance…

Economic factors remain top of mind, but organizations can imagine ways to persevere. This year, we’re tracking the impact of inflation, monitoring litigation trends, and suggesting strategies for managing claims performance. We’re preparing for potential geopolitical pressures. We’re anticipating growth in automation, outsourcing and training needs as the labor market shifts. We’re using technology and data to redefine quality in the claims process. And we’re utilizing the power of relationships to identify opportunities and adapt quickly as the landscape changes.

What do you imagine for the future?

Take a closer look at the Imagine 23 list and Sedgwick’s industry thought leadership at thoughtleadership.sedgwick.com and share your thoughts with us on LinkedInInstagram or our other social channels. We look forward to continuing the conversation and sharing insights with you throughout the year.

The dopamine detox trend: reconnecting by disconnecting

November 21, 2022

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By Dr. Paul Peak, vice president, clinical pharmacy

Every 10 to 12 minutes. That’s how often we, on average, reach out to grab our smartphones each day. Whether we do so consciously or subconsciously, it equates to between 80 and 110 daily touches of our devices. Smartphones have transformed the way we live, but few could have anticipated the degree to which we would become tethered to mobile technology.

As the holiday season approaches and we prepare to spend some quality time away from work with family and friends, it’s a prime opportunity to reconsider our relationship with technology and examine whether a “dopamine detox” can effectively help us in achieving healthier boundaries.

The challenge of unplugging

Partaking in a dopamine detox or “fast” is gaining popularity as a method for temporarily severing ties with our smartphones. The idea is to take a short break from the constant stimulation of notifications, texts and emails and the habit of endlessly scrolling on our devices. Unplugging from our smartphones can offer our brains a much-needed break; however, the name is a bit misleading, as our brains continue to produce dopamine, regardless of how we interact with technology.

Taking a break from technology is a lot easier said than done — and that is by design. Mobile technology is made to keep our rapt attention. In the book “Stolen Focus,” author Johann Hari describes how many of the apps and social media platforms we use every day were created by people well versed in human psychology and tactics of persuasion. (In fact, a lot of them took the same courses in the Persuasive Technology Lab at Stanford University.) The designers know how to keep us hooked and connected, regardless of our own intentions. For some users, the magnetic pull to their device is so strong that they must use a lockbox with a timer to endure any period of disconnection and get past their technology withdrawal.

Motivating factors

In my opinion, our efforts to intentionally disconnect are only as successful as our positive motivations. Instead of focusing on that from which we’re abstaining, it’s more powerful to focus on what we can gain from the time we are reclaiming.

Earlier this year, I tried my own dopamine detox for several days during a family vacation. I came prepared to disconnect from my phone so I could better focus on two things that help me recharge and relax: relationships and nature. My time away was one of the most refreshing and rejuvenating vacations I can recall.

Cultivating relationships

Checking for texts and emails may trigger a dopamine release in our brain, but other chemicals (such as endorphins and oxytocin) are released when we connect with other people. Humanity is a social species, and we’re wired for connection. Just as food provides our bodies with much needed nutrients, we also get “relational nutrients” when we spend focused time with the people we care about.

The Harvard Study of Adult Development, one of the longest longitudinal studies in U.S. history, found that living longer has little connection to wealth or status but rather is tied to the quality of our relationships. According to the study, the people who are happiest in their relationships at age 50 are the healthiest at age 80.

Communing with nature

Healthy relationships with others are essential, but we must also take time to invest in our relationship with ourselves. I’ve learned the importance of planning for solitude when I’m disconnecting from technology; when others in my family are on their own devices or there’s a moment of quiet in the house, that’s my time to get outdoors.

Being out in nature is a rejuvenating practice, even when it’s hot or cold outside. Studies have shown that spending time outdoors reduces our stress hormone levels and blood pressure. Researcher Dr. Rachel Hopman found that walking outside for 20 or more minutes at least three days a week can yield amazing benefits for mental health, as well as boost cognition and memory. Interestingly, she found that people don’t enjoy the same benefits from their walks outside when they bring their cellphones along!

As we get closer to the holidays and the end of the year, my hope is that we all find time in the weeks ahead to recharge with those we love and to do things that remind us of the good that can come from unplugging. I truly believe that if we can connect with the most important people and places in our lives during this season, we will find ourselves refreshed and ready for the opportunities that await us in 2023.

Finding balance for employees and improving productivity

November 10, 2022

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By Rosemarie McMorris-Alexander, claims operations manager

The pandemic encouraged many workers to reconsider their priorities and attitudes toward their professional and personal lives. As a result, employers were given a unique opportunity to gain insights about how to support their employees. Across industries, workers expressed a need for work-life flexibility and a desire to feel as though they are valued in the organization.

Given my own experience as a working mother, active volunteer, wife and caretaker for my mother, balance has always been a necessity. But it’s not always easy to find. Leaders and mid-level managers play an important role in addressing employees’ needs and there are several steps they can take.

Listen and learn

As a people leader, it’s a top priority to ensure my colleagues feel appreciated and important. Now more than ever, employees want to feel that they contribute something to the workplace that only they can contribute — removing the notion that ‘anyone can be replaced.’ One simple way to ensure this feeling makes it across your team is by continuously reminding direct reports how valued they are and shining a light on their recent accomplishments.

The phrase, “people don’t leave companies, they leave leaders” rings true for many employees. In the era of the Great Resignation, it is imperative that colleagues know just how vital they are both to their organizations, and also to those to whom they report. Asking them how they’re feeling and taking the time to get to know them on a personal level is a great place to start. Doing so will build rapport, enable the leader to know what motivates them and understand how work-life balance may be achieved. This strategy also ensures colleagues feel supported and cared for. With that, they feel more inclined to work toward goals and follow designed plans and schedules.

Lead by example

What does work-life balance look like and are you as a people manager following suit? Teams take many unspoken cues from leaders so setting a positive example can make all the difference. While assisting colleagues with their specific work responsibilities, exploring their personal ones can be equally important, to the extent that the employee is willing to share. Flexibility may not be possible in every organization, by virtue of the specific role, but even some autonomy is better than none. Accommodating in certain circumstances — whether it’s allowing employees to work from home so they can focus on caregiving responsibilities or giving them the ability to restructure their schedule so they can take care of a personal appointment — can improve employee efficiency.

Take it one step further

Work-life flexibility is important both for employers from a productivity standpoint also for retention. Here is one example: Katie* began her career at Sedgwick in 2013 as a claims examiner and later was promoted to team lead. After her child became ill, she considered leaving the industry to find a different role with flexibility. Given her dedication and to show empathy and understanding, we were able to work out an arrangement that was reasonable for both Katie and also the organization. As a result, she had the flexibility she needed to tend to her family’s needs, and we were able to retain a valuable colleague and demonstrate what it means when we say, “caring counts.”

Sedgwick clients count on us to continue to improve the health and productivity of our staff so as to support their customers in ways that are cost-effective, efficient and caring. To learn more about Sedgwick, our caring counts approach and our available career opportunities, visit www.sedgwick.com/careers.

*Name has been changed to protect privacy