Search CompleteMarkets

... needs an effective emergency communications notification system that has low-...ling trees are valuable for mass communications, they're slow, subject to erro...

Is everything possible being done to protect your company from the costly impacts of Workers Compensation claims? As an employer, you know that injuries will happen. However, this doesn't mean you shouldn't try to prevent them by knowing the dynamics and some of the solutions recommended by the experts. Minor Injury, Major Claim. It's the small injuries that often result in big claims. Some statistics show that 80% of workplace injuries are inconsequential, meaning they just require first aid or a trip to a physician. Eight percent of such claims are sprains and strains to the neck, back and various joints. However, these types of injuries account for an estimated 80%-90% of the system's costs. Major claims are likely to follow if the frequency of such seemingly inconsequential injuries isn't addressed. Falsified/Exaggerated Claims. Claims that didn't actually occur or that occurred outside the workplace are only representative of a small fraction of claims. However, employers can implement tip lines, video surveillance, drug screenings both before employment and after accidents, and so forth to reduce false claims: The larger problem is from exaggerated injuries. Employers can take these steps to address exaggerated claims: Get injured employees immediate and appropriate treatment. Even if duties need to be temporarily modified, get injured employees back to work as quick as possible. Ensure supervisors communicate with injured employees and convey their concern and support. Do as much as possible to reduce the disruption employees may face post-injury. Assess and address behavioral issues that could be driving an injured employee's disability. Observing Patterns. Experts have recognized that there are patterns of reoccurring claims within groups, such as among certain industries or particular groups of employees. For example, more injuries may be seen in equipment operators that don't receive proper eye screenings. Overweight employees tend to have more injuries than those of an average weight. The healing of injuries may be longer and more difficult among diabetic employees. Overexertion, meaning doing too much; too fast; and/or too frequently, is one of the primary causes of sprain and strain injuries. This often comes from an employee demanding more of their body than it's capable of doing. The challenge is that this is a human behavior. Studies have shown that the majority of workplace injuries are from unsafe acts, not unsafe conditions. In other words, even in the absence of workplace hazards, injuries will happen. Additionally, there are also patterns of reoccurring fraudulent and exaggerated claims, such as an employee that seems to repeatedly have accidents. Claim Reduction. Begin at the hiring process, ensuring that potential employees are capable of doing the physical and mental demands you've listed in the applicable job description. It's important to understand that injury prevention must be embraced at the leadership level to be effective. Statistics show employees are most likely to have injuries when they feel their management doesn't care. You might also consider: Excellent workplace safety programs. Efficient communication programs that allow you, injured employees, and insurance adjusters to easily communicate. A post-injury protocol, specifying the immediate reporting of an injury to appropriate personnel. Routing injured employees to seek medical care from a provider specializing in occupational injuries. Staying in touch with both the injured employee and their medical provider, making sure that you communicate your concern and care to the employee as they recover and accommodate any physical restriction recommended by the provider upon their return. Cost Mitigation. Employers can take several routes to reduce the financial impact of claims. Transitional duty programs that enable an injured employee to continue some capacity of working as they recover would be one example. Research shows that around 40% of employers don't currently have a transitional duty program. Another example would be referencing treatment guidelines to determine typical recovery times for various injuries. This information can be used to approximate how long it should take an injured employee to be treated and recover. Employers may consider having an on-site clinic for employees to go for both acute injuries and everyday health issues. Partnering with a physical therapy network may be a consideration. Research has shown that companies affiliated with physical therapy networks see injured employees returning to full-duty work 30% faster. Wellness, Don't Be Afraid. Lastly, some employers are apprehensive about implementing wellness programs because they're concerned that participation itself may cause injuries. However, the risk of such is far outweighed by the many benefits of a wellness program, including claim-related benefits like healing faster and being able to resume work sooner. Remember, the success of any program comes from it being accepted from the top down. Content provided by Transformer Marketing.

No one expects the worst to happen, but sometimes it just does. Whether it is a complete power outage or a fire breaking out in your break room, preparing for the unexpected should be part of your overall safety program. While prevention should always be your first priority, preparedness may reduce the severity of the event and help maintain your employees' safety. Emergency Planning is Your Responsibility Every company should have a published, well-communicated and practiced emergency preparedness and life safety plan. The National Fire Protection Association and the Occupational Health and Safety Administration (OSHA) provide codes, regulations and guidance on emergency action and fire prevention plans, including minimum standards. OSHA, in fact, requires a written emergency action plan for workplaces with 10 or more employees. Employers with fewer than 10 employees must still have an emergency action plan, but they may communicate the plan orally to employees. Of course, a plan is only as good as its effectiveness, when put into action. How would your plan fare in a real emergency? Do your employees know what to do? These are questions to ask before an emergency happens. Communicating, training and drilling are all essential elements to include in your emergency action plan, and can help make the critical difference in life safety outcomes. Effective Planning Can Save Lives In the first critical minutes of an emergency, taking the right steps can help save lives. Planning ahead and maintaining a well-trained emergency team can help make the critical difference. Appoint, organize and train designated staff with their emergency response duties and responsibilities. Document and distribute emergency procedures, including how to notify the fire department, evacuate employees and provide accommodations for those with special assistance needs. Publish instructions for the use of emergency equipment, such as the voice communication system, the alarm system or emergency power supply system. Post procedures for confining, controlling and extinguishing fires. Post procedures for assisting the fire department in accessing and locating the fire. Communicate your evacuation plan to all employees, visitors, vendors and contractors. Distribute the plan to emergency personnel who will be responsible for taking actions to maximize the safety of building occupants, including the fire department and designated emergency management and supervisory staff. Post your evacuation/floor plan exit diagram in clearly visible locations. Assign locations away from the building or job site for employees to gather. Practice drills on a regular basis. Monitor and evaluate drill performance to consider improvements. Include full, partial and shelter-in-place evacuations, designed in cooperation with local authorities, to familiarize employees with procedures. Develop a roll call system to account for all persons and notifications to the fire department of any missing person. Travelers safety professionals see a broad spectrum of businesses and facilities and understand the plans used to ensure emergency preparedness. Every day, we share our insights with our customers to help keep their businesses, and most importantly, their people, safe.

Check out what's new on CompleteMarkets this week - November 30, 2018

...the method and content of all communications. Prepare for media inquiries to...

Safety is more than a set of activities focused on accident prevention. It is a way of thinking about how you work, and it should be at the heart of any successful company. Weaving safety into your company's mission, policies and procedures is a great way to demonstrate its importance and ensure its effectiveness across your company. It should be about a shared vision that is expressed by core values and behaviors, where everyone walks the talk. By addressing unsafe acts and conditions before they become accidents, you build your safety culture. Four Steps to a Safety Culture The following four steps can serve as a starting point in driving safety across your business. 1. Evaluate risks. To understand how to create a safer workplace, you must first understand the risks you face every day. Each task and associated risk should be properly evaluated, and safety-based changes should be considered. - Analyze past incidents and near misses. Understand that past incidents can help you identify root causes and identify risks and exposures that threaten the safety of your employees and the success of your business. - Identify the risks before they result in loss. Review your work policies and procedures, buildings and equipment, employee work practices and behaviors and geographic location to determine if there are opportunities to prevent or mitigate loss. And hold people accountable to the practices. 2. Design a plan to keep safe. A good plan is the best place to start, but it is only the beginning. Once you have a plan, you must act to eliminate or minimize risk. - Get commitment. Your management team should be committed to a safety culture from the beginning. - Stay focused. Keep focused on the risks and exposures identified during your evaluation. - Prioritize your efforts. Focus on the risks that pose the greatest threat. You should consider frequency and severity of the loss potential, and/or the opportunity to prevent or mitigate risks. - Identify solutions and resources. Your solutions can vary from implementing engineering controls to creating administrative policies and procedures. These can help create positive changes in safety attitude, commitment and culture. 3. Implement your plan. Implementation entails communication of the plan and its details, training, regularly scheduled practice and drills, and ongoing review. A thorough plan will cover a number of potential risk areas, including buildings and equipment, the environment, employees, customers and vendors. - Communicate and train - the real test of a safety program and culture is not what is written down on paper, but rather how well it actually works. How well your plan works is often dependent on what your employees know and what they do at the time of an incident. 4. Monitor, evaluate and improve your plan. As your business environment changes, so should your safety program. Regularly test your plan to determine if it fits the changing business environment and reflects changing accountabilities. - Monitor the plan and collect feedbackto determine the effectiveness of the plan. - Regularly compare your safety performance against the plan’s expectations. - Make adjustments when necessary. - Recognize success. Be sure to communicate and celebrate your safety successes. At Scurich Insurance Services, our team of risk specialists visit more than one hundred properties every day, and are able to share lessons learned and insights for helping create a safety culture. Start building your safety culture today. Learn more about developing your safety management program.