Developing workers in the evolving EV sector

February 21, 2024

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Regardless of line of business, the way people learn and grow in their jobs is changing. Development is a valuable approach, going beyond training in preparing people for more than just the immediate requirements of work. Flexible learning encourages longer-term critical thinking, helps build resilience, and opens new pathways for growth.   

As various industries rapidly change, up-to-date knowledge and skillsets must be taught to the workforce’s next generation to meet growing demands. Within the electric vehicle (EV) sector in particular, the development of standardized educational materials and an informed, highly trained workforce is of critical importance.

Establishing a competency standard for EVs

As innovative EV technologies continue to emerge, standardized safety and maintenance techniques must be established. Unlike those for internal combustion engine (ICE) vehicles, there are not yet recognized, standard best practices for estimators or technicians who may work on an EV — and more specifically, perform ICE to EV conversions. 

The mounting importance of this conversation has been gathering steam. Legacy EV — an entity that’s part of Electric Vehicle Technician Education Council (EVTEC), the committee that developed and proposed the first-ever EV standards — has even been engaged in recent conversations with the administration on EV technology at the White House.

All the hardworking instructors that provide training on EV technician skills need a universal education task front to rely on for guidance, and manufacturers want standards for their products, as well. A standardized education system would support the regulations/standards in place across the globe, while enabling international collaboration and market growth in the EV space.

Training should be flexible, evolve continuously 

Training is especially important due to the unique characteristics EVs possess. Specialized knowledge is required when working on things like advanced battery technologies and high-voltage systems. Without adequate training, technicians are unable to properly service not just the vehicles themselves, but they can’t easily adapt to every new technology, specialized car part or charging infrastructure that surfaces.

For repair shops, particularly small ones, it can be difficult and expensive to acquire and carry certain specialized parts, and new manufacturers routinely pop up with new models that need to be integrated into existing standards. Education and training should be reviewed and revised regularly.

The bottom line

For the widespread global adoption of EVs to succeed, there must first be a solid instructional foundation, and a well-trained workforce with an ever-evolving knowledge base at the ready to solve technical challenges, provide reliable services, and ensure customer satisfaction. 

At Vale Training, whether it be fleet managers, insurers, estimators or repair facilities learning to implement high voltage and EV training and safety practices in their workplaces, or insurance adjusters learning to properly evaluate property damage following catastrophes, we aren’t just training people for today — we’re developing them for the future. 

Learn more — Vale Training, a Sedgwick company, is equipping the next generation of claims specialists with the expertise necessary to meet industry challenges. Vale is part of the EVTEC board, has been training auto estimators for more than 70 years and introduced the EV and hybrid course several years ago to establish a standard for writing an EV estimate.  Vale’s partnership with Legacy EV is specific to the technician audience. Visit the website to learn about the range of online courses, career consultancy services and certifications offered, including EV courses hosted in partnership with Legacy EV. 

Workplace safety training: dos, don’ts and what’s next

August 9, 2023

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The U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA) recently announced a new national emphasis program to improve workplace safety in warehouses, processing facilities, distribution centers and high-risk retail establishments. As part of the program, OSHA plans to conduct more health and safety inspections of such facilities over the next three years to address potential risk factors. Among the best ways for any facility to prepare for an inspection is redoubling their efforts to train employees on workplace safety.

The benefits of this proactive approach are twofold: Workplace safety training helps employees develop the knowledge and skills needed to work safely and demonstrates employers’ good-faith efforts to protect employees and improve working conditions. Employers generally know they should be conducting safety training, but many struggle with what to teach employees and how to deliver effective and actionable programs. Here, we will highlight some resources and best practices to help you optimize your safety training initiatives.

Don’t reinvent the wheel: leveraging national standards

According to the American Society of Safety Professionals (ASSP), the most effective training incorporates adult learning principles, multiple modes of learning and hands-on exercises. Building a training program that hits all those notes might sound daunting, but the good news is that employers need not start from scratch. Together with the American National Standards Institute (ANSI), ASSP has created criteria and accepted practices for safety, health and environmental training that employers can leverage regarding development, delivery, evaluation and program management. This standard is known as ANSI/ASSP Z490.1.

In recognition of employee populations becoming more dispersed and the rising popularity of virtual training, ANSI and ASSP released Z490.2 in 2019 to provide specific guidance on accepted practices for e-learning in occupational safety, health and environmental training. Applying the ADDIE instructional design model — analyze, design, develop, implement, evaluate — this supplementary standard (when used with predecessor Z490.1) helps employers manage and deliver virtual safety training effectively, as well as measure outcomes and on-the-job application of its lessons. Shortly after Z490.2 was published, the COVID pandemic hit and related workplace health and safety issues quickly took priority. Many may not be familiar with this valuable resource because its release was overshadowed by the pandemic, so we wanted to highlight it here for awareness.

Use of the ANSI/ASSP standards has been shown to support organizations’ compliance with OSHA’s general duty clause and OSHA regulations that specifically require training. Employers that are unsure where to start in building or enhancing their workplace safety training programs will be well served to turn to these standards for quality guidance.

Consider your audience: applying adult education principles

Another worthwhile resource is OSHA’s publication on developing and delivering employee training. Among other features, the guide highlights the importance of tailoring employee safety training to adult learners in order to achieve the best results. Here are a few of the adult education principles they reference:

  • Voluntary learning: Adults generally learn best when they have decided they need to learn. Workplace safety training may be mandatory, but it can also be positioned as a valuable opportunity for professionals seeking to grow, improve their performance, and protect themselves and others at work.
  • Immediacy of impact: Adults have a right to know why information is (or should be) important to them. Programs should quickly demonstrate how the training material and methods are relevant to employees’ lives.
  • Respect: Adults have a wealth of personal and professional experience and knowledge that should be acknowledged. They will resent an instructor or training content that talks down to them or dismisses their concerns.
  • Learning by doing: Adults learn more when are actively engaged and participate in the process. They will retain more information when they use and practice their knowledge and skills as part of the training.

Virtual reality: the new frontier in safety training?

Taking the concept of e-learning to the next level is training via virtual reality (VR), which immerses users into a computer-generated instructive environment via a head-mounted display or other technologies. Like nearly all tech-forward innovations, VR safety training has its pros and cons.

On the positive side:

  • VR enables employees to engage in real-time decision making as they’re learning, as well as to safely make mistakes away from the live hazards of the workplace.
  • Research cited by the National Safety Council (NSC) found VR safety training to be more effective than traditional approaches and to offer improved knowledge retention and recall.
  • Immersive learning can be a happy medium between in-person/on-the-job training and online training delivered via a computer or mobile device.
  • VR is gaining general popularity, especially among avid video game players. Younger members of the workforce may find VR training feels natural and especially engaging.

It also has its drawbacks:

  • VR is not always the best medium for teaching skills involving complex systems or processes requiring hand dexterity.
  • It may not integrate well with the back end of learning management systems and security platforms.
  • Equipment and software costs are high, so scalability can be an issue for large or decentralized employee populations.
  • Some VR users experience may nausea, headaches or mental fatigue.
  • Many organizations don’t understand the technology or how it can benefit their employees and are therefore hesitant to invest in it or to use it for a purpose as important as safety training.

Incorporating VR in safety training is a rapidly evolving trend, and we advise that its use be researched thoroughly and mapped out wisely based on your particular safety considerations and employee population to ensure the greatest return on investment. No matter the mechanism or content used for safety training at your organization, the most important thing to remember is that the ultimate goal is to keep people safe and healthy at work.

Learn more — read about Sedgwick’s risk services offerings and how we can help you improve the safety of your workplace

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.

Drug use in the workplace: Know the facts

February 9, 2023

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By Scotty Benton, VP, workers’ compensation practice; Reema Hammoud, AVP, clinical pharmacy; Laura Oslund, senior risk services consultant; and Rich Wirth, SVP, risk services

The statistics regarding drug use among the American workforce are alarming.

Drugs can adversely affect a person’s judgment, reaction time, attentiveness, dexterity, cognitive function, productivity and more. It’s not hard to imagine how an employee under the influence who experiences such impairments would be prone to making errors on the job. Employers across all industries are encouraged to understand the facts and consider a multipronged approach in addressing this complicated issue.

Research by the National Safety Council found that training people managers on impairment recognition and response helps to improve workers’ safety behaviors and control workers’ compensation costs. Keep in mind that all organizational protocols for reporting colleagues who appear impaired at work should be discreet, focused on safety, and driven by a sense of responsibility and empathy. Employers play a critical role in reducing the stigma around seeking help for a substance use disorder. In addition to the workplace safety element, employee education efforts should include information on available substance abuse and recovery support, whether through the employee health benefits, employee assistance program (EAP) or community-based resources.

Normalizing and promoting treatment for substance abuse is a win-win: it lowers employees’ long-term health care costs, reduces unscheduled absences from work, boosts workplace safety and productivity, curtails turnover, and, most importantly, demonstrates that caring counts.

Learn more — read an extended version of this blog here, or contact Rich Wirth to explore how our experts can help your organization with drug-use policy development, employee training and other workplace safety initiatives

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.

Workplace safety: reducing injury risks for first-year employees

November 15, 2022

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By Lisa Orr, senior human factors consultant and Laura Oslund, senior risk services consultant

A core principle in risk services, one of the most effective ways to support employee safety and well-being and control workers’ compensation costs is to prevent on-the-job injuries from occurring in the first place. A population group that presents a significant challenge in this regard is first-year employees.

Multiple studies have shown (and Sedgwick’s book of business confirms) that about one-third of work-related injuries occur within the first year of starting a job. Statistics regarding the injury susceptibility of those in new roles have spiked over the past few decades, and very recent shifts in the workforce have exacerbated the issue. Employers seeking to protect employees and lower their total cost of risk should consider redoubling their safety efforts, with a particular focus on those new to the job.

New roles, new risks

The factors putting those new to a job at greatest risk of injury are a combination of physical and psychological. First, there is the question of physical fitness for the role. If a new employee has been out of work for some time or hasn’t performed the same kinds of tasks in a while, it will take their body time to get appropriately conditioned —leaving them susceptible to injury in the meantime. They also need to become accustomed to the demands of their new work facility, job responsibilities and equipment.

From a psychological standpoint, many join an organization and team wanting to make a good first impression. They are eager to do well and to show off what they can do. They sometimes cut corners in the interest of efficiency but sacrifice safety in the process. New employees may fear asking too many questions during the onboarding and orientation process, opting instead to do what they know rather than learning the standards and expectations of their new employer and role. For example, a forklift operator starting a new position might say they don’t need any training since they’ve been operating forklifts for years; however, different equipment and a different warehouse present new perils.

The makeup of today’s workforce puts employers and their employees at even greater risk. Increased workforce mobility — especially among younger workers — means people change jobs and fields more often, and organizations have higher percentages of first-year employees in their ranks. Further, the Great Resignation and labor shortages that emerged in the wake of the COVID pandemic have forced organizations to tap into new sources of talent. Employers desperate to fill open positions are hiring people and enlisting temporary/contract workers who may not have the education or work experience needed to perform jobs as safely and effectively as possible.

Safety recommendations for employers

There are many things organizations can do to mitigate the risks for first-year (and other) employees. Here are some suggestions:

  • Establish a strong safety culture: An emphasis on safe working behaviors should be embedded throughout organizational people practices and operating procedures. Safety standards and expectations — both enterprise-wise and location-specific — must be clearly documented and communicated, so those in new roles understand where not to take shortcuts and to instead err on the side of caution. It’s critical that management drive the safety culture, leading by example, reinforcing everyday practices and granting employees time for training. Workplace safety engagement should be personal, with a focus on caring for employees and enabling them to return home to their loved ones each day.
  • Start employees off on the right foot: It’s essential that safety-related messaging be included in orientation for new hires and those changing jobs within the organization. Employees benefit from strong collaboration between the HR team in charge of onboarding and those responsible for safety and on-the-job training, as well as clearly defined roles for each. It should be apparent to new employees how the organization defines success with regard to safety. And, as outlined above, even experienced professionals who say they don’t need to be trained should receive refreshers on safe use of the equipment they’ll be operating.
  • Focus on engagement: Don’t underestimate the connection between the mental, physical and social aspects of work. Research shows that engaged employees in positive work environments are less likely to get injured. In an effort to promote employee safety, many organizations adopted workplace yoga and stretching programs in recent years. Studies of these efforts haven’t directly linked them to injury prevention but have shown their contributions to teambuilding and engagement — which, in turn, support employee safety. Mentorship from an experienced colleague or manager with the applicable skillsets and commitment to safety further promotes employee engagement.
  • Consider the role of technology: Many associate technology with distractions that can lead to accidents (like texting while working or driving), but the tech space has a lot to offer when it comes to employee safety. Wearable devices, ranging from smartwatches that monitor biometrics to robotic exoskeletons that support body mechanics, can improve employee health and safety behaviors when implemented effectively. Technology also enhances and expands safety training options, through gamification, engaging interactivity, realistic simulations and more.
  • Strive for continuous improvement: Safety training is not a “one and done.” Employees need ongoing refreshers on the organization’s expectations and should be evaluated at various intervals via surveys, behavioral checks and other means to ensure the training works in practice. Diverse learning styles and fresh training methods should be incorporated in any safety initiative; many adults learners gain the most information from a “tell-show-do” approach.

People are the greatest asset to any organization. When it comes to protecting employees, organizations —whether they’re in a fast-moving industry, such as food service/hospitality, health care, construction or energy or in a slower-paced field — must always work toward enhancing safety and quickly bringing new employees into the fold of the culture. The stakes, especially for those in their first year on the job, are simply too high to ignore.

Learn more — read about Sedgwick’s risk services offerings, or contact Michael Dougherty, risk services manager, to explore how our experts can help to make your workplace safer

Drug use in the workforce — and what employers can do about it

November 3, 2022

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By Scotty Benton, VP, workers’ compensation practice; Reema Hammoud, AVP, clinical pharmacy; Laura Oslund, senior risk services consultant; and Rich Wirth, SVP, risk services

The statistics regarding drug use among the American workforce are alarming. An estimated one in 12 U.S. workers has a substance use disorder (SUD), and more than half of all adults diagnosed with an SUD are employed full-time.

Many more members of the workforce could be considered “casual” drug users. The isolation and financial and health stressors brought on by COVID-19 have likely exacerbated these numbers, as people turned to drugs as a coping mechanism during the challenging times of the pandemic.

Drug use affects a variety of health and safety factors in the workplace, and employers are encouraged to consider a multipronged approach in addressing this complicated issue.

Workplace safety

Drugs can adversely affect a person’s judgment, reaction time, attentiveness, dexterity, cognitive function, productivity and more. It’s not hard to imagine how an employee under the influence who experiences such impairments would be prone to making errors.

For someone in a desk job, that could mean forgetting to send a time-sensitive email, transposing numbers on a balance sheet, or falling prey to a phishing campaign. For someone in a “safety-sensitive” position that involves driving, operating machinery, lifting heavy objects, or providing direct care to others, a mistake could cause a dangerous accident that results in serious injury or even loss of life. According to one study, 47% of workplace injuries and 40% workplace fatalities involve drugs or alcohol. Another found that employees using drugs are five times more likely than their counterparts to file a workers’ compensation claim.

Further compounding the risks is the fact that workers may not be able to accurately assess their level of drug-related impairment at work. With cannabis, for example, crossbreeding has made marijuana much stronger than it was decades ago. Cannabis products are not regulated by the U.S. Food and Drug Administration (FDA), so users may not know the potency of what they’re taking or how it will affect them.

Another variable is the growing popularity of products containing CBD (cannabidiol), an active ingredient in cannabis but not a psychoactive one causing a “high.” These come in a variety of formulations — including gummies, topicals, flowers and more — that metabolize at different rates and can affect users in different ways. Also on the rise is the practice of psychedelic microdosing, in which users consume low levels of substances like LSD to boost their mood or creativity but not enough to experience their hallucinogenic effects; the benefits and safety of microdosing remain hot topics of discussion and research.

A matter of policy

To address these risks, some highly regulated industries, areas of the public sector and other employers require drug-free workplaces and enforce regular drug testing among employees. While there are demonstrated health and safety benefits associated with zero-tolerance drug policies, there may be other risks involved.

In today’s highly competitive talent market, some employers are shying away from — and even backtracking on — zero-tolerance policies for fear of losing current employees and alienating prospective ones. Additionally, most testing initiatives identify the presence of a drug in a person’s system, without accounting for their level of functionality, whether the drug was prescribed to them by a medical professional or if they’re taking it for a legitimate health reason. Another consideration is whether on-site drug testing creates a double standard, giving those who work remotely more leeway than those based in the workplace.

Whether a zero-tolerance stance on drug use or one that’s less restrictive is determined to be appropriate for your organization, you should have it documented in an employee policy that is unambiguous, clearly communicated and readily available to everyone bound by it. You may want to consider reviewing the policy with employment counsel to ensure organizational compliance with all applicable requirements. It’s also beneficial to have some non-experts go over the policy and offer feedback to ensure all employees can understand the expectations. Regular policy reviews are a good idea, too, to account for recent regulatory changes and language currency and appropriateness.

Education is key

All organizations can benefit from training their employees — both people managers and individual contributors — on how to recognize the signs of drug-related impairment in themselves and others and where to turn if they have concerns about workplace safety. Research by the National Safety Council found that training people managers on impairment recognition and response helps to improve workers’ safety behaviors and control workers’ compensation costs. Keep in mind that all organizational protocols for reporting colleagues who appear impaired at work should be discreet, focused on safety, and driven by a sense of responsibility and empathy.

Employers play a critical role in reducing the stigma around seeking help for a substance use disorder. In addition to the workplace safety element, employee education efforts should include information on available substance abuse and recovery support, whether through the employee health benefits, employee assistance program (EAP) or community-based resources.

Normalizing and promoting treatment for substance abuse is a win-win: it lowers employees’ long-term health care costs, reduces unscheduled absences from work, boosts workplace safety and productivity, curtails turnover, and, most importantly, demonstrates that caring counts.

Learn more — read about Sedgwick’s risk services offerings, or contact Rich Wirth to explore how our experts can help your organization with drug-use policy development, employee training and other workplace safety initiatives

Understanding conduct risk: a prerequisite for growth

October 19, 2022

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By James Norman, International business development director

As we navigate reoccurring global events and uncertain times, insurance continues to play a critical role in risk transfer — providing assurance and allowing organizations to continue business as usual.

Covers like business interruption (BI), cyber, trade credit and political risk may come to mind. With a greater focus on the protection insurance offers, the more important it is to maintain or enhance levels of corporate governance, risk management, and alignment of strategy, culture and operations.

Understanding conduct risk is fundamental to ensure the right actions take place and the essence of promises within an insurance contract are fulfilled. Paying a claim quickly, fairly and correctly could make or break a business or personal situation that is by definition caused by a negative scenario. Good conduct by insurers strengthens trust and confidence, reduces unsustainable business models and creates more of a level playing field. There are certainly local nuances to consider, including tradition, culture, legal regimes, maturity of the financial sector, product breadth and skill set. Ultimately, treating customers fairly will ensure good ethics across a market — reducing/eliminating potential abuse.

Application and influence

Insurance and wider banking/financial services (FS) is inherently complex. In an emerging market context, insurance is intangible until a claim is opened. There are high levels of financial exclusion/illiteracy, protection gaps and information asymmetry from point of sale through the claims journey. Governance also needs to be considered. For example, board appetite and approach, conflicts of interest, product design and customer experience. External factors related to the global risk landscape include geopolitics, contagion, socioeconomics, the level of technology and fintech capacity, the level of competition, disruption and innovation and market practices

Trust and confidence

To deliver good conduct, claims management must be considered. A claim is where the rubber meets the road and is the tangible part of insurance that defines the value and user experience, while simultaneously dictating future trust and confidence. When things don’t go according to plan, a trust deceit gap is introduced — keeping gross written premiums (GWP) and insurance penetration/density low. This is a result of the public belief that insurers behave poorly during the claims process, don’t pay out and/or don’t adhere to principles. In turn, risk transfer remains expensive and is seen as low priority.

However, it’s not just in emerging markets where trust falls in claims. In fact, BI claims related to COVID-19 required regulatory intervention and litigation in several areas of the world to apply coverage and consider the significant negative press and human impacts.

Misconceptions and considerations

Despite common frustration, not all claims should be paid; policies shouldn’t promise this. Investigations and any deviation from the routine customer journey must be justifiable, proportionate and expedient. Above all, the culture should be supported by a strong framework and strategy. To succeed, an insurer requires the appropriate mix of underwriting, risk management, technology and people.

When outsourcing, a claims partner should:

  • Have the ability to integrate automation/digital labour and fast track validation and assessment/decisions.
  • Invest in analytics to create insights about how you manage claims, your total cost of risk and leakages vs where you can become efficient.
  • Use technology, including remote loss adjusting, drones and satellite data to drive better overall claim conduct, show innovation and follow a customer-first mindset.
  • Adopt enterprise risk management (ERM) to drive better decisions with strong processes and challenge mechanisms.
  • Train to ensure knowledge transfer and sustainability.
  • Focus on talent and utilise the next generation as customer bases and interactions/channels change.
  • Be agile. A customer with a micro-insurance policy experiences a different claims journey/need/engagement to that of a corporate customer with a multi-million dollar programme, so the appropriate claims response is required.

Understanding conduct risk and how to manage it is a prerequisite for good behaviour/ethics and claims maturity. International insurance principles continue to define best practices and standards that experts in Africa and around the world will adopt in local areas.

The 4 building blocks of a strong return to work program

August 4, 2022

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By Adam Morell, JD, assistant vice president, product compliance

When an employee is unable to work due to an illness or injury, employers are responsible for creating a safe, supportive environment for them to return to. But it doesn’t have to be an “all or nothing” approach. There are several ways to take care of employees who are temporarily unable to do their assigned duties to the fullest. It starts with a strong return to work (RTW) program.

A return to work program allows organizations to bring employees with a short-term illness or injury back to the workplace before they are released to full duty. Generally, a return to work program is designed around temporary, modified, light or transitional duty options for an employee who is unable to complete their typical job functions. In some cases, a reduced work schedule may be temporarily offered as an employee regains endurance, increases their stamina or improves their mental health.

Employee benefits

Being at work can improve morale – not just for the injured or sick employee, but for their colleagues, as well. Studies show that when an employee stays at work or returns sooner, they recover more quickly than if they were sitting at home. Feeling included in something meaningful can go a long way for injured or sick employees during their recovery.

Employer benefits

Could access to a strong disability and return to work program increase employee loyalty? According to a recent study, over half believe that it could. Employers should consider the costs associated with recruiting and onboarding new talent. It could potentially be more than what it would cost to retain current talent. Not to mention, when an employee is working, rather than being on leave, an employer saves on the high costs associated with short term disability (STD) payments. Additionally, a strong RTW program has benefits from a time perspective. If an employee can return to work following a temporary, modified, light or transitional duty arrangement, the employer may not need to engage in the interactive dialogue that the Americans with Disabilities Act (ADA) requires.

Building block #1: Define a shared purpose between both the employee and the employer: keeping employees at work or getting them back to the workplace as soon as safely possible.

Building block #2: Ensure managers, supervisors and leadership are policy proficient and understand their role in the RTW process — and hold them accountable. This will help avoid confusion among employees about how to take advantage of the organization’s RTW program should they need access to resources or accommodations.

Building block #3: All responsible departments, including human resources, risk management and workers’ compensation, must be partners in success. Promoting a collaborative atmosphere is essential.

Building block #4: Training and preparing managers, supervisors and leadership provides the tools to reduce litigation risk and ensure that the organization and employees receive the benefits that RTW programs and the ADA afford.

A purposeful return to work program can benefit employers and employees alike. As the largest provider of disability and absence management solutions in the U.S., Sedgwick offers a combination of services covering every possible time away from work scenario. Our clients count on us to support and improve the health and productivity of their workforce in a way that is cost-effective, efficient and compliant. To learn more about Sedgwick’s disability and absence solutions, visit our website.

Training before tragedy: empathy and trauma in the claims process

June 16, 2022

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By guest author, Dr. Raymond Shelton

Foreword by Mike Leslie, VP of sales, temporary housing, Sedgwick

After a property loss, many insureds experience trauma as they work through the stages of grief for their damaged home, precious family heirlooms or priceless photos. Processing the loss can take time and may interfere with the ability to make sound decisions while navigating their claim.

Learning to identify trauma and respond productively fosters a better claims experience for both adjusters and insureds. Dr. Raymond Shelton is an expert in traumatic stress management and leads training courses for Sedgwick colleagues and the industry at large — helping them manage the stress associated with handling claims.

Read on for more insight from Dr. Raymond Shelton:

When a property adjuster is assigned to a home insurance claim, they are responsible for putting a monetary value on what most people consider irreplaceable: their home and the items in it. Showing empathy through tone, word choice, presence and other forms of communication can make as much of an impact on the claims experience as the actual settlement. That’s why it’s critical for those in the industry to understand how to identify trauma among insureds and approach each situation with empathy.

Tip of the iceberg

In the midst of surveying a home that was tragically hit by a tornado in Birmingham, Alabama, one adjuster kept a close eye on the owners’ well-being. Had he not been trained to recognize the other factors at play, he wouldn’t have uncovered that, within the last six months, the husband was diagnosed with cancer, the wife was diagnosed with lupus, and the couple said goodbye to their beloved dog. To say the homeowners had a lot to contend with up to that point is an understatement.

The seemingly unrelated challenges facing this couple in the months leading up to the loss of their home provide important context to the claims process and their overall experience. The assigned adjuster was primed and prepared to help them navigate whatever obstacles came their way — whether it was finding temporary housing while their home was undergoing repairs or simply providing peace of mind and encouragement and maintaining an optimistic mindset.

Caring for others, caring for yourself

Much like those who work in emergency services, property adjusters are considered the first responders of the claims world. When most people turn away from the devastation of the disaster zone, they head in to assess the damage. They spend countless hours, and sometimes weeks or months, away from their own homes so they can support those in crisis. Witnessing tragedy day after day can have a cumulative, debilitating effect on anyone engaged in the claims process. And it doesn’t take long for the stress that accompanies that level of responsibility to manifest itself. Keeping your mind and body healthy, despite the knowledge that another storm is on the horizon and another phone call is on the way, can be difficult. This may include giving yourself permission to ask for help, learning to let go of negativity and setting reasonable expectations for what you hope to achieve.

Just as we encourage adjusters to lead with empathy when working with insureds, we promote the same when it comes to self-care. By increasing mental health awareness and training people on handling traumatic stress in the field and beyond, they are better equipped to take care of people — including themselves — when it matters most.

About our guest author:

Dr. Raymond Shelton provides consultation, development, and training in stress management, crisis, trauma and violence. He is a fellow and director of professional development with the National Center for Crisis Management, American Academy of Experts in Traumatic Stress, and serves on the Board of Scientific and Professional Advisory for the Institute for Traumatic Stress. Dr. Shelton has authored several books and is an international conference presenter. Dr. Shelton has authored several books and is an international conference presenter including PLRB National Claims Conference since 2004.

Sedgwick’s property experts assist customers with all types of property claims — from the most complex losses to everyday commercial and residential claims. Our solutions are designed to protect investments and provide a high level of care as we restore property across all areas of coverage, including auto, marine, aviation and transportation. To learn more, visit our website.

Ergonomics at work: creating a safer environment at home and in the office

April 14, 2022

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By Lisa Orr, senior human factors consultant

The rapid shift to work-from-home arrangements during the COVID-19 pandemic meant that many remote work setups were quickly put together without long-term considerations in mind.

Given that two years have passed since the start of the pandemic, now is a good time to revisit these — what once were seen as temporary — arrangements. That’s where the principles of ergonomics come in.

Whether an employee is working from home, in the office, or following a hybrid model — creating a safe and effective work environment is essential. Ergonomics is the study of human characteristics and the application of this knowledge to design tasks, equipment, and environments to ensure an appropriate match. The goal of ergonomics is to improve performance and protect an individual’s health and safety.

At home versus in the office

If you historically worked in an office environment, you’re likely not a stranger to ergonomics programs. But the standards developed for the office are not always easily transferable as the spaces are different. Some individuals don’t have an adequate amount of space to devote to a home office set up. Others may be sharing space with children or elderly parents. Not to mention, those with special accommodations due to injuries or disabilities in the office don’t always have those same options at home.

Musculoskeletal disorders at work

These factors can lead to awkward working postures and increased repetitive motion, both of which are occupational risk factors for developing a work-related musculoskeletal disorder (MSD). MSDs, if not diagnosed and treated early, can be severe. According to OSHA’s $afety Pays estimator, the cost of one carpal tunnel syndrome case can be as much as $64,953, including both direct and indirect costs.

Further, our recent experience concludes that when employees begin working from home, we see fewer numbers of claims reported. This is especially true for those in the fall/slip/trip and strike/struck categories. But the claims that are being reported — especially the repetitive motion/cumulative trauma types of claims — tend to be more severe.

Common mistakes employees make

In setting up both an at-home and in-the-office work environment, there are several factors that aren’t always considered — which primarily stem off the assumption that all employees have a dedicated office space and aren’t using their laptops from their bed, floor or couch. From our experience, we’ve witnessed:

  • Worksurfaces, both desks and kitchen tables, that are too high. This can encourage typing with raised shoulders, bent wrists that are resting on the front edge of the worksurface, or both.
  • Laptop screens and monitors that are positioned too low or off to the side — encouraging bent and twisted neck postures.
  • Perching, or leaning forward for long periods while working. This could be due to any number of reasons, including poorly fitting chairs or an inappropriately positioned computer setup.
  • Feet unsupported by the floor or a footrest.

Next steps

To help reduce the risk of MSDs, among other related injuries, the first step is to revisit your ergonomics program. Questions to consider asking:

  1. Do you have an ergonomics program in place? If so, is it current and does it address processes for those permanently working from home, from the office, and/or following a hybrid model?
  2. Does your company have measures in place for educating all employees in ergonomics and perhaps encouraging self-assessments of workstations?
  3. If you’ve remodeled your corporate offices during the pandemic, have you considered providing additional training to ensure that employees know how to adjust their new equipment?
  4. For home-based employees, how are you prepared to assist them with their set up?

Individual ergonomic evaluations can be performed remotely, and often, many adjustments can be made during the evaluation with the employee’s existing furniture. For employees following a hybrid work model, ergonomic and computer equipment that was designed for travel may be beneficial.

The content of this blog was originally discussed on Tuesday, April 12 at the 2022 RIMS Conference & Exhibition, alongside Dawn Watkins, director integrated disability management at Los Angeles Unified School District.

For more, listen to our podcast.

A look into the life of an independent adjuster

March 30, 2022

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By Andrew Price, director, staffing solutions

When an individual or organization faces a loss, finding the right local expert at a moment’s notice can be challenging.

For daily claims and catastrophe (CAT) deployments, our colleagues work hand-in-hand with our network of independent field and desk adjusters (IAs) to manage the resulting claim surge and show those impacted how caring counts.

For many, the draw to be an IA is the convenience factor of choosing when and where they want to work. For others, it’s the opportunity to expand their skill set, find purpose and earn supplemental income. But no matter how they found themselves in the property industry, one thing is clear: the role of an IA does not go unnoticed.

Embracing the journey

Jeffrey P. is one of our independent claims adjusters based in South Carolina who began his career after talking with a friend in the industry. Once he was licensed in May 2018, he started completing assignments here and there. But it didn’t take long for him to discover the expansive opportunities available to him. His secret for success? A willingness to learn and an ability to quickly connect with and give peace of mind to insureds.

Ryan M. is one of our independent claims adjusters based in Michigan who began his career after witnessing several friends complete Veterans Adjusting School (VAS). At the time, he was working nights at a manufacturing facility, but was looking for an opportunity that allowed him to create his own schedule. Fast forward four years; Ryan shared that he owes a lot of credit to the teams who gave him the tools to succeed. His advice for those in the industry? Never stop learning and always be open to instruction.

Leading with empathy

Following Hurricane Delta, Jeffrey quickly learned how meaningful his role is. Efforts to support the community were well underway, but being fairly new to the industry, Jeffrey was unsure what to expect. All he knew is he wanted to help those impacted by the hurricane. In the midst of this crisis, he met a gentleman in Louisiana who lost power in his home and faced interior damage due to mold. Jeffrey acted quickly, going above and beyond to answer questions and offer a listening ear. Although his day had technically come to an end, after the on-site assignment was complete the gentleman invited Jeffrey for coffee. “It’s an incredibly rewarding experience,” Jeffrey explains.

In addition to CAT work, many independent adjusters prefer to stay close to home. Ryan completes most of his assignments in and around Michigan and has had his fair share of unique challenges. In the city of Detroit, Ryan put our caring counts philosophy to work after water pumps failed last year. Thousands of homes experienced water backup; and quite a few residents who lacked coverage were elderly. Ryan approached these conversations carefully and with empathy. “My heart went out to them,” he recalls. “I can navigate these instances because I care about people. Caring counts means everything.” Having to let someone who is already in a difficult situation know that there will be additional obstacles is challenging, but knowing you can help them navigate the circumstances is what makes this career so rewarding for so many IA’s.

Caring continues

Jeffrey and Ryan are just two of Sedgwick’s dedicated independent adjusters who continue to bring the human connection to everything they do, each and every day. To show our appreciation for the important role of IAs in our delivery of world-class loss adjusting solutions, Sedgwick is pleased to recognize Jeffrey and Ryan, among two other top-performing adjusters for their work throughout 2021. These IAs have been awarded full-tuition scholarships for the commercial loss adjusting courses we offer to support their professional growth. Whether you’re new to the industry or a seasoned professional, we have opportunities nationwide. Here are some ways to get started: