Launching a Workers Compensation Management Communications Plan
Your workers’ compensation policy is drafted, you have stated your workers’ comp management problems and solutions and ultimate goals. But, you’re not done yet.
Now you require concrete communication instruments to bring your employee population into the fold. Your mantra becomes COMMUNICATE!
You must communicate to attain your work comp goals. The best time to design and launch a communications plan is just before the company’s annual budget review. At budget review policy goals are being updated and now is the time to determine the financial resources needed to put the plan into action.
Refine the goals set out in your policy, to ensure they are measurable, observable goals. Characterize your target audience(s) and identify the kinds of communication tools best fitting those audiences. Keep an eye on budgetary concerns and begin to plot a timetable for actual implementation.
If your plan is being developed outside the annual fiscal calendar, you can call it an interim plan, and design it to flow into the annual review.
5 Basic Communication Steps
1. Obtain Management Commitment
Show management how putting a workers’ compensation management policy into practice reduces the costs of work comp and effects the company’s bottom line. Include the dollar figure you need for resources and how you expect to allocate dollars to those resources, i.e., what the resources are and how much they will cost. Keep in mind, management is not interested in the “touchy/feely” aspects of a program well planned and executed. They are, however, VERY interested in reducing costs and saving money. Do everything you can to influence them to give the green light to your WCM program.
2. Refining Your Workers’ Compensation Management Goals
A WCM communications plan helps to identify, classify and sequence the steps to take to get the workers’ comp management message out: safety and workers’ comp management are top management priorities; full participation by the employee is expected and required; specific procedures going to be put into place: a post-injury-response procedure and a return-to-work modified duty program.
The plan takes the goal statements to the next level and identifies how these goals are achieved. Thus, there must be measurable benchmarks about how we expect to see the goals are met.
These are examples of measurable benchmarks. Telling how things get done.
Our return to work ratio will increase from 10% of employees returning to work after 1-4 days of a work related injury to 90% of employees returning to work in the same time frame.
We will establish a return-to-work program where employees will, where state law permits it, take a form to their treating physician to be faxed back to the employer within 24 hours after visits. The form will contain the diagnoses and work restrictions so t a modified duty position can be immediately identified and customized.
A modified duty job bank will be established and each unit is required to submit job descriptions for each position within the unit. Job descriptions will be excerpted and re-written into modified duty job descriptive shells. The shells can be completed based on each injured employee’s diagnosis and specific individual work restrictions, but the modified duty job descriptions remain in a bank to be reviewed every six months or at annual review.
3. Identify your audience.
Who are the recipients of the communication plan? Begin by listing characteristics – i.e., median educational/reading levels, dominant language, the extent to which they are exposed to potentially hazardous work conditions.
If you are multi-sited, map your audiences by site, because you will implemented the plan accordingly; by the above characteristics on a per-site basis.
4. Map your strategy
Your communication plan goals may be the same goals for each facility, but differ quite a bit because your audiences are different, so you need to map these differences in the design of the plan. Let’s say, your company has three sites: primarily manufacturing, a service industry, office workers’ and sales staff. These three sites represent three vastly different audiences and you may have to run the three branches concurrently to met communication needs.
Therefore, identify:
Areas of overlap to avoid duplication of effort.
Activities and tools you can use concurrently to reach the largest audience as simply as possible.
Internal and external communication strategies. For example, given these three type of sites, internal strategies may include getting site managers to comply with new return-to- work goals and to identify modified duty jobs. You can consider chargeback and small bonuses.
Your external audience includes beneficiaries of the workers’ comp management program, namely the employees. Here you must timeline the workers’ comp management communication program, identify tools dovetailing with audience differences, and identifyas many areas of overlap as possible.
5. Select your tools
Because workers’ comp management tools are plentiful, identify and use those tools giving the most bang for your buck.
A universal tool used all employees is a laminated lanyard card containing post injury response procedures. Most employees wear badges and they can wear the post injury response card right behind the identification badge. A wallet card for post injury response procedures is also useful.
Keep language at a sixth grade reading level. Include contact information, and employee/supervisor/witness responsibilities.
Do not just hand employees the lanyard card and expect them to read it. Plan a toolbox meeting for the manufacturing site, breakout meetings for the service site, and a webinar for traveling employees to in-service them on the post injury response requirements so employees cannot claim they didn’t know what to do in the event of a workplace injury. (workersxzcompxzkit)
Other communication tools can include an employee brochure, newsletters, signage, quarterly/annual progress reports, website, blogs, contests, and the like.
Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers' Compensation costs, including airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. He can be contacted at: Robert_Elliott@ReduceYourWorkersComp.com or 860-553-6604.
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
Occupational health and safety charges have been laid against Potash Corporation of Saskatchewan and one of its supervisors in connection the workplace death of one of its miners. A first court appearance is scheduled for March 15 in Humboldt, east of Saskatoon.
According to The Canadian Press, the worker's widow said she and her four children are "relieved" that charges are being pursued by the province. "It's such a long process from the time my husband was killed at work until charges actually come out," she stated.
The 60-year old miner was driving a jeep-like vehicle underground at PotashCorp's Lanigan mine when the vehicle went over the edge of an unguarded ramp and rolled, according to Jennifer Fabian, director of safety services for the Occupational Health and Safety section within the province's Ministry of Advanced Education, Employment and Labour.
The workplace safety charges against PotashCorp include:
1. Failure of a supervisor to take reasonable care to protect the health and safety of a worker.
2. Failing to ensure the health, safety and welfare of all the company's workers.
3. Failing to ensure all work is sufficiently and competently supervised.
4. Failing to ensure a supervisor complies with the Occupational Health and Safety Act and regulations.
5. Failing to ensure a direct supervisor recorded all significant information relevant to the health and safety of a worker.
The mine supervisor was charged with failing to take reasonable care to protect the health and safety of a worker who may be affected by his acts or omissions the ministry said.
The man’s widow said she wants the province to be more aggressive in its inspection of workplaces and enforcement of existing safety legislation. Fines levied by the courts for safety violations should be greater, she adds, noting that penalties at around the $20,000 level are "trivial" for companies with ample resources. That is no deterrent whatsoever, she added. (workersxzcompxzkit)
Safety officials said in the past three years the Lanigan mine recorded two deaths from mining accident. Prior to these deaths, the mine went 23 years without a fatalityAuthor Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers' Compensation costs, including airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. He can be contacted at: Robert_Elliott@ReduceYourWorkersComp.com or 860-553-6604.
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
As the insurance renewal for workers’ comp approaches, your broker or insurance carrier will ask for very specific information about the company. This information is used to assess your company’s risk and determines the premium you pay at the beginning of the policy term. Since premium is based in part on estimated payroll, you want to estimate as close as possible the actual payroll. No one wants the surprise of having to pay additional premium after the end of the term. Nor do you want to over pay at the term’s beginning. The following will help prepare and estimate payroll, and hopefully avoid surprises!
Payroll. Premium for the upcoming term is based on estimated payroll for that time period. You begin by gathering total actual payroll for a recently ended annual reporting period. Payroll data must be broken down by state and the number of employees by job code within the state. The actual payroll data is also submitted to the carrier.
Executive payroll for corporations requires a special computation in many states and is listed separately, like a separate job code if you will. To determine executive payroll, the first question is — “Who is considered an executive under workers’ comp rules?” “Executives” are individuals listed as officers of the company by Board resolution. The second question is “In what state does this executive have a primary office?” A list of state-by-state executive pay maximums and minimums, from which executive payroll is computed, can be found on the Internet or by asking your broker or carrier.
Strategic Planning. To successfully estimate payroll for the coming term, you need to know what’s being planned for the organization. Is the company planning an acquisition or divestiture, adding or reducing head count? Is it planning to close a plant or modernize one significantly changing job codes? Has the company undertaken a comprehensive workers’ compensation or safety program expected to reduce workplace injuries?
Estimating Payroll. Once you have this understanding, take the actual payroll and add or reduce it by a percentage that considers the strategic plans for the coming year. You will likely want to validate your estimation with someone in a financial role at the company.
Payroll Audit. At some point after the end of the policy term (typically six months), you are required to provide actual payroll for the recently ended policy term. Your carrier compares your actual payroll against your estimated payroll and your company either pays and additional premium or receives a refund. (workersxzcompxzkit)
Do your homework. It’s the key to estimating payroll for an upcoming renewal. Find out what’s being planned for the organization so your estimate is based on the best possible information. Don’t expect to be spot on in your estimation – it never happens. The idea is to avoid large deviations one way or the other!
Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers' Compensation costs, including airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. He can be contacted at: Robert_Elliott@ReduceYourWorkersComp.com or 860-553-6604.
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
What is the most important aspect of workers’ compensation claims. After bringing workers back to work within a three day timeframe and placing them in transitional duty positions, closing claims, of all sorts, is prime. And, closing your most expensive claims even better.
Six Case Studies
Common Statistics
1. The claimant is usually between the ages of 38 and 52, with a high school education, in a physically demanding or repetitive, relatively high-paying blue-collar occupation.
2. Common injuries are carpal tunnel, rotator cuff and lower back/soft tissue damage.
3. Average case age from date of injury – 2 years.
4. Usually released with restrictions 12 months or more.
Some examples of actual cases:
Case One
State: Michigan
Gender/Age: Male/46
Industry: Construction
Education: High School Education, no computer skills.
Date of Injury: 12/03/07
Restrictions from IME: Disabled for any job requiring the use of his left hand and his fingers for forceful grasping, climbing, pulling, lifting over 10lbs on a frequent basis or over 20 lbs on occasion. He is also disabled from working in cold environments or work causing vibrations to the left hand.
Results After 8 weeks: 6 interviews; 3 attended; 3 not attended. We were informed the claimant accepted settlement.
Case Two
State: Texas
Gender/Age: Male/53
Industry: Construction
Education: High School Graduate
Date of Injury: 2006
Results after 12 weeks: 8 Interviews attended: 2 not attended.
Case was closed and settled favorably for the carrier after non-compliance was shown.
Case Three
State: Michigan
Gender/Age: Female/37
Industry: Nurse’s Aid
Education: High School Education. No computer skills.
Date of Injury: 1993
Restrictions from IME: Can return to sedentary work. Exerting up to 10lbs of force occasionally (i.e. activity or condition exists up to 1/3 of the time) and/or a negligible amount of force frequently (i.e. activity or condition exists from 1/3 to 2/3 of the time) or lift, carry push, pull or otherwise move options. Sedentary work involves sitting most of the time, but may involve walking or standing for brief periods of time. Jobs are sedentary if walking and standing are required only occasionally and all other sedentary criteria are met.
Results after 10 weeks: 7 interviews; 0 attended; 7 not attended. We were informed the claimant accepted settlement.
Case Four
State: Illinois
Gender/Age: Male/53
Industry: Construction (foundations)
Education: High School Education, 2 years vocational mechanics school.
Date of Injury: Nov 2006
Restrictions from IME: Lower Back injury. Permanent restrictions of no lifting more than 25-30 lbs with no repetitive bending, twisting or stooping.
Results After 6 weeks: 4 interviews; 0 attended; 4 not attended. Case closed. Claimant refused to get back operation allowing him to return to his former occupation as foreman. Back surgery scheduled.
Case Five
State: Maryland
Gender/Age: Male/34
Industry: Transportation (truck driver)
Education: High School Education
Date of Injury: July 2008
Restrictions from IME: Non-sedentary position, no jolting or vibration pressure to lower back.
Results After 14 weeks: 8 interviews; 3 attended; 5 not attended. Spoke to Claims adjuster. She said she was very pleased with the results and "got what she needed." No other details provided.
Case Six
State: North Carolina
Gender/Age: Male/55
Industry: Not given
Education: High School Graduate
Date of Injury: 2007
Restrictions from IME: No lifting above head of 50 lbs or more.
Results After 15 weeks: He went to the first 10 interviews and stopped going. His attorney requested copies of each job notice prior to claimant going on interview. HR reported he was poorly dressed on the interviews and failed to completely fill out interview application forms. We were informed case was settled.
There is no question closing case files reduces the cost of work comp. By using a job finding or job location service, the employers closed these six cases. Documentation of the “effort” or non-effort of the employees clearly demonstrated an unwillingness to return to work, providing the ammunition needed to terminate (or settle) workers’ compensation benefits.
Note from Editor: Many employers do not want return-to-work programs, and that is their perogative. This type of service is a solid alternative for both job placement off-site and terminating benefits of employees who do not wish to return to work and do not cooperate with return-to-work efforts.
Katrina Paglierani of National Job Finders finds jobs for injured employees, performing job searches for injured workers’ with permanent restrictions to locate REAL jobs. National Job Finders sets up the interviews, notifies all parties, and follows up with their human resource contacts at the prospective employers. Contact at: Katrina@NationalJobFinders.com or 1-800-225-4070.
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
When it comes to implementing a workers’ compensation management program, it seems as if everyone – managers, employees, adjusters — lack the ability to understand how lack of knowledge can hurt workers’ comp cost and, the employer’s bottom line.
1- Management’s Lack of Knowledge
Management doesn’t understand the true costs of workers’ compensation far outweigh the face value of the claim.
For example, if an employee has a claim costing $15,000 – do you know how much do you really pay? Let’s say your profit margin is 8%. It’s going to take a whopping $187,500 to replace the cost of the $15,000 claim. In other words, a $15,000 claim isn’t just a $15,000 claim .
2- Adjusters’ Lack of Knowledge
Adjusters overlooking missing medical information, not understanding complex medicalese terminology, and settling large claims without all the facts and the costs associated with the claim has a huge impact on the cost of claims.
You owe it to yourself to visit the adjuster facility, determine whether or not they use good work practices. See: http://blog.reduceyourworkerscomp.com/2008/12/5-things-you-can-review-to-determine-whether-your-claims-administrator-is-doing-a-good-job/
If you see files laying on the floor, if the adjusters are being interrupted by phone calls, these are red flags. Ask to see the claims to ensure adjusters are completing vital information about the claimants and not moving forward to settlement without a complete picture of the claim.
Adjusters must understand medical terminology associated with workers’ comp claims. For example, if an adjuster thinks a positive axial compression test means the injury is genuine, then you’ve got a problem. Axial compression tests are used to see if injured employees are exaggerating their symptoms. A positive outcome means that, “yes” the employee is exaggerating symptoms.
Have your adjusters visited your facility lately? They should have a physical, three-dimensional understanding of your transitional /modified duty program and how it works. Therefore, they need to see the work sites, see the layout, and how modified duty jobs are implemented so they can make more informed recommendations.
3-Employees’ Lack of Knowledge
Employees may assume the insurance company is paying their claim. Employees may not realize the costs associated with workers’ compensation claims may come back to bite them in terms of budgetary cuts, lack of pay increases, and potential layoffs as company resources dwindle because the employer is paying out huge deductibles and related costs on workers’ compensation claims. (workersxzcompxzkit)
This is particularly true if the company has a large deductible. Thus, for each claim, the out-of-pocket expenses eat away at the finite resource pot. There is only so much money and it can be spent to benefit all employees or to pay out large claims for the few who know how to navigate the loopholes.
COMMUNICATE — It’s the key to reducing workers’ compensation costs.
Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers' Compensation costs, including airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. He can be contacted at: Robert_Elliott@ReduceYourWorkersComp.com or 860-553-6604.
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
Workers’ compensation is a type of insurance individual states require businesses meeting certain criteria to carry. Laws requiring work comp insurance were created around the time of the industrial age to guarantee wage continuation and medical benefits to employees injured at work regardless of fault, in exchange for civil immunity for the employer.
Workers’ compensation is a single line of insurance or business considered part of the Property Casualty group of coverage’s encompassing general liability, property, auto and others lines. Workers’ compensation insurance may be purchased as part of a package or “mono-line,” as an individual policy.
There are choices involved and decisions to be made in purchasing workers’ compensation coverage, just as when you purchase your own auto policy and select a deductible.
Generally, in purchasing a guaranteed cost policy, your premium remains at the price quoted regardless of the cost of the losses. Because premiums are in part based on payroll multiplied by a rate, premium audits are conducted generating either additional premium or a premium refund. Other than that, the price paid in the end should be the price your agent/broker negotiated and quoted. Although the insurance company funds losses and bears the lion’s share of the risk, it’s in an insured’s best interests to reduce claim frequency and severity to minimize loss costs. Loss experience is another facet of premium calculation and out of control losses drive premium costs up.
Depending on the financial strength of your company and your appetite for risk, there are also programs available allowing a company to participate in the losses financially. These programs include deductibles and retro’s (retrospective rating). These vehicles allow a company to participate to a large degree financially to control their insurance and claim costs and essentially bear much of the risk themselves. These programs may make good sense for organizations with sophisticated loss prevention and strong claim management or oversight in place.
While workers’ compensation policies may be generic in meeting your statutory requirements, claims and loss control services vary greatly and differentiate one company from another. Choose wisely. The effectiveness of these areas will reduce loss costs and even prevent losses from occurring which in turn reduce your premium. (workersxzcompxzkit)
Evaluate the financial strength of your company, the loss prevention and claim management programs in place and importantly, the appetite for risk at your organization to decide whether a guaranteed cost or shared risk program is the way to go. Also be sure to evaluate the financial strength of the insurance carriers under consideration.
Podcast/Webcast: How To Prevent Fraudulent Workers' Compensation Claims Click Here http://www.workerscompkit.com/gallagher/podcast/Fraudulent_Workers_Compensation_Claims/index.php
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
Understanding the timing of your application for workers’ compensation insurance is important. Early application saves you the headache of a “fire-drill” in searching for requested information required on a RUSH basis and makes the process smoother for all involved. Large companies with risk managers know this, although can still get caught in last-minute buying situations. Smaller businesses often do not know that it is prudent to get quotes a few weeks at least before their current policy expires or before they open their business.
Generally speaking, because so many policies expire on December 31, year-end is a terribly busy time for underwriters, the people responsible for review of your application and pricing. If you have a December 31 or January 1 expiration or renewal date, begin the process approximately 60 days in advance of the expiration to give the underwriter adequate time to review your application, get acquainted with your account and receive responses to any additional questions. The incumbent carrier should be able to provide a renewal quote 60 days prior to expiration. Be sure to let the carrier or your agent know well in advance you will need the quote 60 days before expiration. Second to year-end, the end of each quarter stands out as a very busy period and the same approach is suggested. If you have control over the expiration, try to choose a date other than these “crunch” times.
The complexity of your account also dictates to a degree the amount of lead-time necessary to underwrite and quote your premium. Simple accounts with smaller to medium employee counts and single or just a couple jurisdictions should take approximately 30 days during a non-busy period. More complex accounts with many jurisdictions and varied exposures with large groups of employees could require a 60-day or longer lead time to underwrite.
Remember, your carrier is your business partner and the better your agent and carrier understand your business, the better they can properly write a policy to cover your exposures. Don’t forget to mention every state you do business in – even if it seems an innocuous situation. If a claim arises, having the proper coverage in place claim payments are simpler and may prevent a lot of headaches. (workersxzcompxzkit)
The lead time isn’t needed only because the underwriters are “busy” but because other people are involved in the process, too. Often a loss control specialist will inspect the property as part of the quoting process and write a report for the underwriter which takes time to schedule and complete. Allow your agent and carrier sufficient time to review thoroughly your application so the proper coverage is in place and your needs are met.
Podcast/Webcast: How To Prevent Fraudulent Workers' Compensation Claims Click Here http://www.workerscompkit.com/gallagher/podcast/Fraudulent_Workers_Compensation_Claims/index.php
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
As a business owner or employer, you have a legal responsibility to the people who work for you. If an employee is injured at work, there could be considerable costs. Workplace law and employer responsibilities vary from state to state and country to country, but an all states (except Texas) employers are required to purchase workers' compensation insurance for employees. Even in Texas it is advantageous to purchase the coverage because in most cases if an employee receives workers' compensation, they cannot sue the employer. It is said that workers' compensation is a "bar" to civil lawsuits against the employer.
Workers' compensation is also called employers' liability. It used to be called "workman's " compensation and although the name has changed, many people still refer to it as workman's or workmen's compensation.
Workers' compensation insurance is usually purchased by the employer from an insurance company although in a few states an employer must purchase it from the state. These states are called "monopolistic states."
When purchasing workers' compensation insurance coverage, it's important to find the best arrangement possible. In addition to the cost of premiums, there are considerations such as how much collateral the insurance company requires and the payment schedule.
The cost of workers' compensation insurance is determined by each state. Although base rates vary slightly from state to state, the basic process each state uses to calculate base rates is similar. The premium depends on the number of employees and cost of payroll. Each occupation is assigned a risk classification and each company is a little different. Risk is determined by the historical experience of two factors: the frequency of on-the-job injury and the severity of injury of the industry.
When you purchase workers' compensation insurance for your business, it is important to remember your employees won't be contributing to the premiums as they do with social security and unemployment benefits. This is one expense that employers are required by law to pay.
Large businesses usually purchase insurance through an insurance broker who finds coverage and a variety of payment plans depending on many factors including the size of the deductible and whether payment is made in one sum or monthly. Sometimes large companies self-insure or use alternative types of insurance such as captive insurance programs.
In Florida, for example, roofers have the highest occupational risk classification, and office clerks have the lowest. Obviously, the hazards of being a roofer are much different and quite a bit higher than those of an office clerk. Therefore, workers' compensation rates are much higher for roofing companies than for administrative companies.
To arrive at a base rate for workers' compensation insurance, each classification is translated into a dollar amount, which is then multiplied by 1% per $100 of the total payroll for the employee. For example, the office clerk classification in California is roughly $1.25 per $100. Therefore, if that employee is paid $500 per week, the workers' compensation insurance premium for the employee costs roughly $6.25 per week.
Workers' compensation insurance carriers can reduce or increase rates based on a number of factors. The most important factor is the employer's safety history. Another important factor is whether the employer offers health insurance to their employees.
To get the lowest cost workers' compensation insurance coverage, you will have to know the number of employees, the amount of your payroll and your revenue. Depending on your jurisdiction, workers' comp rates may or may not be predetermined. Even in regions where they are predetermined, quotes may differ depending on a broker's or agent's approach.
Keep in mind once you buy workers' comp coverage, you can be mistakenly overcharged. That is why you should make annual checks, called premium audits, to ensure your employees are classified correctly, and your business is being charged the correct amount for each employee. If rates ever go up unexpectedly, it is up to you to look into the situation and get an explanation as soon as possible. And, in some cases, the insurance company has the right to review your payroll, and if it's substantially higher than they were told, they can charge you a higher premium in arrears.
Where should you buy workers' compensation insurance?
Work comp coverage is available through local agents, regional insurance brokers, or online. Buying coverage online makes sense for the small to medium size employer. There are certain employers who will only be able to get coverage from the risk pools in their states, but that can be coordinated through our affiliate. By purchasing insurance through our insurance center, you can find competitive rates and special policyholder services.http://www.workerscompkit.com/gallagher/QuoteCenter/workers-compensation-insurance.php
If you want to keep premiums down, it's a good idea to provide a safe and healthy environment for your employees. It's also important to have a post-injury process so when there is an accident, the procedures are clear from the time the injury occurs until the time the employee returns to work on either full duty or light duty. (workersxzcompxzkit) A light duty program minimizes the impact of the indemnity portion of the claim. That is the best and only way to keep your record clean, and prevent claims against your policy.
Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers' Compensation costs, including airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. He can be contacted at: Robert_Elliott@ReduceYourWorkersComp.com or 860-553-6604.
Podcast/Webcast: How To Prevent Fraudulent Workers' Compensation Fraud
Click here http://www.workerscompkit.com/gallagher/podcast/Fraudulent_Workers_Compensation_Claims/index.php
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
Safety Committee meetings should be held often enough to achieve the agreed upon goals and responsibilities. Meeting attendance should be mandatory. The committee secretary should document the meetings, topics covered and participants. Develop an agenda, and distribute it to members at least three to five days prior, to keep the meeting and discussion on point.
Suggested safety committee responsibilities include:
1. Conducting periodic safety audits.
2. Reviewing circumstances and causes of accidents and recommending corrective measures.
3. Reviewing employees' reports of safety hazards and recommending corrective measures.
4. Developing and conducting employee safety awareness programs and training.
The safety committee can also assist in:
1. Communication with employees regarding safety committee activities.
2. Developing safety rules, policies and procedures.
3. Evaluating the safety program on a regular basis.
4. Keeping job specific training current, and motivating employees to create a safety culture in the workplace. Provide members with the necessary training to carry out their duties. Rotate committee members at pre-determined intervals. (workersxzcompxzkit)
Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers' Compensation costs, including airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. He can be contacted at: Robert_Elliott@ReduceYourWorkersComp.com or 860-553-6604.
"FRAUD PREVENTION" PODCAST click here: http://www.workerscompkit.com/gallagher/mp3 By: Private investigator with 25 years experience.
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker about workers' comp issues.
©2009 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@WorkersCompKit.com
Conductor Can Sue for Injury Sustained in Parking Lot
The Nebraska Supreme Court ruled a retired Union Pacific conductor can seek compensation for a knee injury sustained while walking into work from the parking lot.
According to The Associated Press, the ruling reinstates the lawsuit the conductor filed when he stepped in a pothole in the employer's parking lot. A Douglas County judge previously issued a summary judgment in favor the employer, Union Pacific. The company's attorneys argued the railroad was not liable because the injured worker was commuting and had not yet reported for work when he hurt his knee.
However, the Supreme Court determined the man's injury took place during the course of his employment because it was just prior to his shift beginning and on a driveway employees regularly used to get from the parking lot to the railroad's depot. The fact the driveway is owned by the city of Marysville, not Union Pacific, is moot the court said.
As a result of the injury, the conductor tore some knee cartilage in the incident and required surgery. He missed work for some time but was able to return to work before retiring earlier this year.
The Federal Employees Liability Act, covering railroad workers in much the same way as state-administered worker's compensation laws, mandates employers provide a safe work place for workers. It also outlines the procedure for collecting damages after an injury. (workersxzcompxzkit) His lawyers contended according to the law even if the employer played only a slight part in the injury, it could be held liable.
Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers' Compensation costs, including airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. He can be contacted at: Robert_Elliott@ReduceYourWorkersComp.com or 860-553-6604.
"FRAUD PREVENTION" PODCAST click here: http://www.workerscompkit.com/gallagher/mp3 By: Private investigator with 25 years experience.
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker about workers' comp issues.
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