Pros and Cons of a 'BYOD' Work Environment
Once upon a time, employers had absolute control over technology. They provided
employees with the equipment needed to do their jobs, including cell phones and personal
computers. They also replaced and supported all of this electronic equipment. Employees could
only access their organizations' networks when they were on site using desktop computers. If
they left their companies, employees were generally required to return all company-owned
equipment.
More Surprising BYOD Stats
Many of the bring-your-own-device
policy tips listed in this article may seem
like common sense, but the 2013
Acronis survey revealed some startling
facts:
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Only 21 percent of respondents
perform remote device wipes
when employees leave the
company.
Only 31 percent of companies
mandate a device password or
key lock on personal devices.
Nearly 80 percent of
organizations haven't trained
employees on BYOD privacy
risks.
Employers who operate without a BYOD
policy and safeguards in place expose
themselves to potential security
breaches and liability claims.
Every business has a choice when it
comes to implementing BYOD programs
in the workplace. After weighing the
A Brave New Mobile World
Today, we live in an on-demand, mobile world
-- and it's changed the way we do business.
In many cases, employers have less control
over technology equipment and the
confidential data it stores. There's another
aspect to this loss of control: Our personal
and business lives are less separate.
pros and cons, express your decision
regarding BYOD loud and clear with a
formal written policy -- and follow up
with annual training.
As of January 2014, 55 percent of Americans owned a smart phone and 42 percent own a tablet
computer, according to the Pew Research Internet Project. The percentages are even higher
among people with higher levels of income and education.
Many employers are tapping into this technology to enable employees to work remotely 24/7.
This brings greater access, flexibility, convenience, functionality and productivity. The key to
reaping maximum benefits is allowing employees to choose their preferred devices with a well
thought-out bring-your-own-device (BYOD) initiative.
The top manufacturers -- including Apple, Amazon, Android and Blackberry -- each have a loyal
following. So loyal that more than 40 percent of users sleep with their smart phones next to their
beds! Studies show that if employees can select their preferred devices, it improves job
satisfaction and can even be used as a selling point when recruiting new employees.
In addition, because many employees already own these devices and tend to update them often,
employers may be able to eliminate the cost of purchasing and updating cell phones and other
mobile devices. Some employees might even be willing to use their own personal computers
and printers -- in exchange for the ability to work remotely -- which can provide even greater cost
savings.
When calculating cost savings from a BYOD initiative, offset them with the added costs of
supporting multiple operating systems and devices. Ask your IT department to provide a list of
devices that it can easily support and that have acceptable levels of security. The more devices
IT supports, the more time-consuming and costly your BYOD program will become.
Who's On Board?
Despite the upsides of BYOD work environments, approximately 30 percent of employers
explicitly forbid employees from accessing the network using personal devices, according to a
2013 survey by software provider Acronis and the Ponemon Institute (an IT research firm).
That leaves 70 percent of employers accepting some form of bring-your-own-device program,
either explicitly with a formal policy or by default. A 2012 Microsoft survey found that 67 percent
of workers use their personal devices at work whether the company has a policy or not. So it
looks like BYOD is here to stay -- for better and for worse.
What's Your Company's BYOD Policy?
If you're unsure what your company's BYOD policy is, you're not alone. The 2013 Acronis study
found that 60 percent of employers have no formal policy in place. By failing to address this
issue head-on, employers may be exposing themselves to a Pandora's Box of security and
liability risks.
For example, what happens if an employee:
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Leaves the company voluntarily or involuntarily?
Loses or recycles his or her personal device?
Shares the device with friends or relatives?
Uses unprotected public wireless networks for work-related activities?
Syncs his or her mobile device with an undisclosed personal computer or local cloud
network?
Travels overseas where the device is subject to loss, theft or search and seizure at
border control?
Gets into an accident while driving and accessing the mobile device for work purposes?
Downloads an app or scans a QR code that contains malware?
Suffers a repetitive-stress injury (such as "smart phone thumbs") from using a
personally-owned device for work purposes?
A comprehensive BYOD policy takes relevant scenarios into account and attempts to mitigate
the company's exposure to risks.
Risk level varies depending on the nature of your business. For example, healthcare companies
need to impose a fairly restrictive BYOD policy to limit the risks of violating the Health Insurance
Portability and Accountability Act and hackers accessing protected personal data. Financial
service companies and banks also handle confidential information that necessitate a more
restrictive policy.
Key Elements of a Comprehensive BYOD Policy
A formal written policy outlines general rules about device use, including the rights of both
employer and employees. The key is to balance protecting company interests with respecting
workers' privacy rights and allowing for continued personal use of the device.
Here's some food for thought when drawing up a written bring-your-own-device policy:
Payment. One big issue with BYOD is: Who pays the bill? Company policies vary widely. For
example, an employer might pay for a predetermined number of voice minutes and an unlimited
data plan for employees. Any charges above that amount are the employee's responsibility.
Many employers prefer to issue corporate-owned mobile devices but loosen the restrictions so
employees can use them for personal tasks as well. This minimizes many of the privacy
expectations, security concerns and liabilities issues associated with BYOD programs. But
corporate ownership eliminates much of the cost savings, too.
Phone numbers. Who owns an employee's cell phone number? This is a big deal for
salespeople and service representatives, especially when they leave to work for a competitor.
Customers may continue to call a rep's cell phone, leading to lost sales for the enterprise.
Passwords. Mobile devices should lock if idle for five minutes and require a password or
personal identification number to unlock. After five failed password attempts, the device should
require assistance from the company's IT department to regain access.
Strong passwords are essential. Avoid using common passwords (such as "password") or
personal identification numbers (such as "1234," "0000" or "2580," which is the middle column of
digits on a smart device keypad). A typical strong password is at least six characters, including
at least one uppercase letter, lowercase letter(s) and number(s). Require employees to change
passwords and PINs every 90 days -- or anytime IT detects a possible security breach.
Parameters. Ask IT to list which models, operating systems, and apps it's willing to support.
Also decide which apps and websites to block employees from accessing during work hours.
Require employees to periodically submit their personal devices to IT personnel for
configuration, updates and security checks. Strictly prohibit texting, e-mailing or web-surfing
while driving. Expect workers to report lost devices within 24 hours, so IT can take the necessary
protective measures. And always reserve the right to revoke the BYOD privilege if users don't
abide by the rules.
Syncing. Allow employees to sync only those files essential to their jobs. Assign network user
rights to each individual based on an employee's ranking or classification. Then, designate
which files each type of worker can access and restrict syncing only those files.
Better yet, employers can use a cloud computing platform to store all files and apps. Cloud
systems often preserve data security, because users can access networks remotely without
storing anything locally on their personal devices.
Encryption. Encrypt all shared business files to prevent hackers and thieves from accessing
sensitive information. In addition, employees should be instructed to never store encryption
codes on their mobile device or laptops.
Remote access. Enable all mobile devices with remote locate-and-wipe software in case of theft
or employee termination. Remind employees that personal files (such as photos, contacts or
calendars) may also be inadvertently erased if the company needs to remotely wipe a device's
memory. Employees are responsible for backing up their personal data on a regular basis.
Privacy issues. Employees should understand that participation in a BYOD program may give
the company access to personal information, such as text messages or photos. However, the
company should promise never to view protected information, such as privileged
communications with attorneys, protected health information or complaints against the employer
that are permitted under the National Labor Relations Act.
Remind employees that personal information could become compromised if the mobile devices
are infected with viruses or malware in the course of performing their job functions. Employers
shouldn't be liable for security breaches that result in loss of personal data.
Data retention. If your company becomes embroiled in litigation, all types of paper and
electronic documentation may be requested during the discovery phase. Your company's data
retention policies should be updated to include how data is stored on mobile devices, managed
and gathered during litigation. Keep in mind that Rule 34 of the Federal Rules of Civil Procedure
is generally written to cover all devices, including personal devices that access the company's
network.
Also consider requiring employees to route all e-mails through the company's server so you can
archive messages -- rather than allowing employees to configure devices to use personal e-mail
services. It potentially limits information leakage and makes it harder for employees to steal data
through their personal e-mail accounts. It can also limit the probability of a virus being
transmitted to the company's networks.
No Cookie-Cutter BYOD Policies
All types of employers -- including retailers, hotels, contractors, warehouses and factories -have embraced BYOD programs, despite the risks. At some point, however, mobile-enabled
employees will cease to provide a competitive advantage and become a prerequisite to staying
in business in some industries.
Contact your attorney and a forensic accountant to ensure that your BYOD policy covers all the
bases, addresses all relevant security and liability risks, and is legally enforceable. BYOD
policies are as unique as the companies that implement them -- no two are exactly the same.
Some companies have lengthy users' agreements. Others rely on short one-page statements.
Some ultimately decide that BYOD is not worth the risks and, instead, adopt a policy that strictly
prohibits using personal devices to access business data.
Whatever your decision, it's imperative that the policy is written. Every employee that uses
personal devices to access business data needs to sign a user's agreement, acknowledging that
they've read and understand the policy. Both sides also must consistently adhere to its terms.
Violations need to be monitored, corrected and punished. After all, a BYOD policy is only as
strong as is enforcement efforts.
IRS Answers Questions about the Affordable Care Act
At this point, most employers understand the basics of the Affordable Care Act (ACA) but
they may still have questions about many of its details. The IRS recently issued a series of
Q&As to help answer some specifics.
Here are selected questions from the IRS, along with answers that are edited for space
limitations:
How Does an Employer Know
Whether the Coverage it Offers Is
Affordable?
If an
employee's
share of the
premium for
employerprovided
coverage
would cost the
employee
more than 9.5
percent of his or her annual
household income, the coverage is
not considered affordable. Because
employers generally won't know their
employees' household incomes,
employers can take advantage of one
or more of the three affordability safe
Q. What are the Employer Shared
Responsibility provisions? When do
they go into effect?
For 2015 and later, employers with at least a
certain number of employees (generally 50 fulltime or a combination of full-time and part-time
employees that is equivalent to 50 full-timers)
will be subject to the Employer Shared
Responsibility provisions under section 4980H
of the Internal Revenue Code. (This is
sometimes called "the employer mandate.")
harbors set forth in the final
regulations that are based on
information the employer will have
available.
The three affordability safe harbors
are:
1. The Form W-2 wages safe harbor;
2. The rate of pay safe harbor, and
As defined by the statute, a full-time employee
is employed on average at least 30 hours per
week.
An employer that meets the 50 full-time
employee threshold is referred to as an
applicable large employer. If these employers
don't offer affordable health insurance that
provides a minimum level of coverage to their
full-timers (and their dependents), the employer
may be subject to an Employer Shared
Responsibility payment if at least one of its fulltime employees receives a premium tax credit
for purchasing individual coverage on one of the
new Affordable Insurance Exchanges, also
called the Health Insurance Marketplace.
3. The federal poverty line safe
harbor.
These safe harbors are all optional.
An employer may use one or more of
them only if the employer offers its
full-time employees and their
dependents the opportunity to enroll
in minimum essential coverage under
an eligible employer-sponsored plan
that provides minimum value for the
self-only coverage offered to the
employee.
The Shared Responsibility provisions aren't effective until January 1, 2015, meaning no
payments will be assessed for 2014. Employers will use information about the number of
employees they employ and their hours during 2014 to determine whether they're considered an
applicable large employer for 2015.
Q. How many employees must an employer have to be subject to the Shared
Responsibility provisions?
To be subject to the provisions for a calendar year, an employer must have employed during the
previous calendar year at least 50 full-time employees or a combination of full-time and part-time
employees that equals at least 50. For example, an employer that employs 40 full-time
employees (that is, employees employed 30 or more hours a week on average) and 20
employees employed 15 hours a week on average has the equivalent of 50 full-time employees,
and would be an applicable large employer.
Seasonal workers are taken into account in determining the number of full-time employees.
However, if an employer's workforce exceeds 50 full-time employees (including full-time
equivalents or FTEs) for 120 days or fewer during a calendar year, and the employees in excess
of 50 who were employed during that period of no more than 120 days were seasonal workers,
the employer is not considered an applicable large employer.
Seasonal workers are those who perform labor or services on a seasonal basis as defined by
the Secretary of Labor, and retail workers employed exclusively during holiday seasons. For this
purpose, employers may apply a reasonable, good faith interpretation of "seasonal worker."
Employers will determine each year based on their current number of employees whether they'll
be considered an applicable large employer for the next year. For example, if an employer has
at least 50 full-time employees (including FTEs) for 2014, it will be considered a large employer
for 2015.
Note: Since employers will be performing this calculation for the first time to determine their
status for 2015, there is a transition rule intended to make this first calculation easier.
Employers average their number of employees across the months in the year to see whether
they'll be an applicable large employer for the next year. This can take account of fluctuations
that many employers experience. The final regulations provide additional information about how
to determine the average number of employees for a year, including how to take account of
salaried employees who may not clock their hours.
Q. How does an employer not in existence the preceding calendar year determine if it
has enough employees to be subject to the Shared Responsibility provisions?
An employer not in existence on any business day in the prior calendar year is considered an
applicable large employer in the current year if the employer is reasonably expected to employ
an average of at least 50 full-time employees (including full-time equivalents) on business days
during the current calendar year and it actually employs an average of at least 50 full-time
employees (including FTEs) on business days during the calendar year.
In contrast, for the next year (the year after the first year), the employer will determine its status
as an applicable large employer using the rules that generally apply (that is, based on the
number of full-time employees and full-time equivalents that the employer employed the
preceding year).
Q. If two or more companies have a common owner or are otherwise related, are they
combined for purposes of determining whether they employ enough employees to be
subject to the Shared Responsibility provisions?
Yes, Section 4980H includes a longstanding provision that also applies for other tax and
employee benefit purposes. Under it, companies with a common owner or that are otherwise
related generally are combined and treated as a single employer. So they would be combined
for purposes of determining whether or not they collectively employ at least 50 full-time
employees (including FTEs). If the combined total meets the threshold, then each separate
company is subject to the Shared Responsibility provisions, even those that individually do not
employ enough people to meet the threshold. (These rules for combining related employers
don't apply for purposes of determining whether a particular company owes a Shared
Responsibility payment or the amount of any payment. That is determined separately for each
related company).
Q. Do the Employer Shared Responsibility provisions apply only to large employers
that are for-profit businesses?
All employers that are applicable large employers are subject to the Shared Responsibility
provisions, including for-profits, non-profits, and government entities (federal, state, local, and
Indian tribal government employers).
Q. Do the Employer Shared Responsibility provisions apply in states where a
federally-facilitated Exchange (Marketplace) has been established on behalf of the
state?
Yes. An applicable large employer is subject to an Shared Responsibility payment if at least one
of its full-time employees receives a premium tax credit. A premium tax credit is only available to
eligible individuals who obtain coverage through a Marketplace, which includes a State Based
Exchange, regional Exchange, subsidiary Exchange, or the federally-facilitated Exchange
established on behalf of a state.
Q. Do the Shared Responsibility provisions apply to employers with full-time
employees who are eligible for health coverage through other sources, such as
Medicare, Medicaid, or spouses' employers?
A. Yes. To determine whether an employer is an applicable large employer, all employees are
counted (subject to a limited exception for certain seasonal workers), regardless of whether the
employees are eligible for health coverage from another source, such as Medicare, Medicaid, or
spouses' employers.
But, employees who are eligible for Medicare or Medicaid are not eligible for a premium tax
credit. If no full-time employee receives a premium tax credit (for example, because all of an
employer's full-time employees are eligible for Medicare or Medicaid), the employer will not be
subject to a Shared Responsibility payment.
However, if an applicable large
employer doesn't offer coverage
to its full-time employees (and
their dependents) or offers
coverage to fewer than 95
percent of its full-timers (and
their dependents) and a full-time
employee receives a premium
tax credit, the employer will be
liable for a Shared
Responsibility payment. It will
be calculated based on the
employer's number of full-time
employees. (However, there is
some transition relief for
2015.)
Q. Which employers
aren't subject to the
Shared Responsibility
provisions?
A. For a calendar year,
employers who employ fewer
than 50 full-time employees
(including FTEs) in the prior
calendar year aren't subject to
the Shared Responsibility
provisions. See above for a
limited exception for employers
with certain seasonal workers,
and below for 2015 transition
relief for employers with fewer
than 100 full-time employees
Employees Outside the U.S.
Q. Are companies with
employees working outside
the U.S. subject to the
Employer Shared
Responsibility provisions?
A. To determine whether an
employer is an applicable
large employer, you generally
take into account only work performed in the U.S. For
example, if a foreign employer has a large workforce
worldwide, but fewer than 50 full-time employees
(including FTEs) in the U.S., the foreign employer
generally wouldn't be subject to the Shared
Responsibility provisions.
Q. Are companies that employ U.S. citizens
working abroad subject to the Employer Shared
Responsibility provisions?
A. Only if the company had at least 50 full-time
employees (including FTEs), determined by taking
into account work performed in the United States.
Thus, employees working only abroad, whether or not
U.S. citizens, generally won't be taken into account for
purposes of determining whether an employer is
applicable large employer or for purposes of
determining whether the employer owes a Shared
Responsibility payment or the payment amount.
(including FTEs).
Q. How does an employer identify full-time employees for purposes of the Shared
Responsibility provisions?
A. The number of full-time employees matters both for purposes of whether the Employer
Shared Responsibility provisions apply and whether a Shared Responsibility payment is owed
by an employer (as well as the amount). An employer identifies its full-time employees based on
each employee's hours of service.
For purposes of the Employer Shared Responsibility provisions, an employee is full-time for a
calendar month if he or she averages at least 30 hours of service a week. Under the final
regulations, for purposes of determining full-time status, 130 hours of service in a calendar
month is treated as the monthly equivalent of at least 30 hours a week. Two measurement
methods are provided for determining whether an employee has sufficient hours to be a full-time
employee.
1. The monthly measurement method under which an employer determines each employee's
status as a full-time employee by counting the employee's hours of service for each month.
2. The look-back measurement method under which an employer may determine the status of
an employee as full time during a future period (referred to as the stability period), based upon
the hours of service of the employee in a prior period (referred to as the measurement period).
The look-back method for identifying full-time employees is available only for purposes of
determining and computing liability for an Employer Shared Responsibility payment, and not for
purposes of determining if the employer is a large employer.
The final regulations describe approaches that can be used for various circumstances, such as
employees who work variable hour schedules, seasonal employees, and employees of
educational organizations.
These methods prescribe minimum standards for identifying full-time employees. Employers
may make additional employees eligible for coverage, or otherwise offer coverage more
expansively than required.
Q. Are there special rules for hours of service that are challenging to identify or
track?
A. Treasury and the IRS continue to consider additional rules for determining hours of service for
certain categories of employees whose hours are particularly challenging to identify or track or
for whom the general rules for determining hours may present special difficulties. This includes
adjunct faculty, commissioned salespeople and airline employees as well as those with unusual
work hours, including layover hours (for example for airline employees) and on-call hours. For
this purpose, until further guidance is issued, employers are required to use a reasonable
method of crediting hours of service that is consistent with Section 4980H.
Q. Is additional transition relief available for employers with at least 50 but fewer than
100 full-time employees (including full-time equivalents)?
A. Yes. For employers with fewer than 100 full-time employees (including FTEs) in 2014, that
meet the conditions described below, no Shared Responsibility payment will apply for any
calendar month during 2015. For employers with non-calendar-year health plans, this applies to
any calendar month during the 2015 plan year, including months during the 2015 plan year that
fall in 2016.
To be eligible for the relief, an employer must certify that it meets the following conditions:
Limited Work Force Size. The employer must employ on average at least 50 full-time
employees (including FTEs) but fewer than 100 full-time employees (including FTEs) on
business days during 2014. (Employers with fewer than 50 full-time employees (including FTEs)
on business days during the previous year are not subject to the Shared Responsibility
provisions.) The number of full-time employees (including FTEs) is determined in accordance
with the otherwise applicable rules in the final regulations for determining status as an applicable
large employer.
Maintenance of Work Force and Aggregate Hours. During the period beginning on February
9, 2014 and ending on December 31, 2014, the employer may not reduce the size of its work
force or employees' overall hours of service in order to qualify for the transition relief. However,
an employer that reduces work force size or overall hours of service for bona fide business
reasons is still eligible for the relief.
Maintenance of Previously Offered Health Coverage. During the period beginning on
February 9, 2014 and ending on December 31, 2015 (or, for employers with non-calendar-year
plans, ending on the last day of the 2015 plan year) the employer doesn't eliminate or materially
reduce the health coverage, if any, it offered as of February 9, 2014. (Consult with your adviser if
this is your situation since there are a number of other provisions.)
Nurture Understanding Between Generations for a Peaceful Workplace
Is there frustration building in your organization due to clashing generational attitudes about
work? If so, you are not alone. The good news is it doesn't need to trigger an explosion.
In many workplaces, Baby Boomer and Gen X supervisors are exasperated with younger
workers -- typically those in the Millennial generation, who were born between 1981 and 2000.
Some older supervisors have trouble managing the younger workers.
By the same token, Millennial generation
employees often are demoralized by an
environment they do not find conducive to doing
their best work.
Be Proactive
If you are facing these issues, don't wait for things
to get out of hand. It's better to be proactive and
sensitize employees and supervisors to
generational differences in typical attitudes and
expectations about work.
When a problem is evident, don't just hope it will
go away or tell a younger employee chafing under
the supervision and communication style of a
baby boomer boss, "this is the way it is around
here."
One basic preemptive problem-solving strategy is
to explain each group to the other. Understanding
why each generation behaves as it does allows
supervisors and workers to overcome the belief
that one party is merely going out of its way to
annoy or undermine the other. Next, improve on
the golden rule. Instead of treating people the way you want them to treat you, treat them the
way they want to be treated -- within reason.
An "aha moment" for Boomer and Gen X supervisors in understanding how Millennials want to
be treated often comes when they are asked about how they raised their children. The younger
generation was constantly told they were special. They won trophies merely for participating on
sports teams (winning optional) and were heavily programmed with organized activities during
their childhoods. Their school essays may have been proofread by their parents. All of these
experiences lead to certain expectations in the work environment.
In particular, these employees often expect lots of feedback (especially praise) and direction.
They may also have less respect for hierarchies if they viewed their parents more as friends than
as authority figures.
Life Is too Short?
Many Millennials developed certain attitudes about work by witnessing the fate of some boomer
parents who devoted themselves fully to their jobs and companies, worked long hours without
complaint, only to be laid off during times of economic difficulty. This can lead to an attitude that
life is too short to sacrifice yourself for a job that might disappear without warning.
Other common differences:
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Millennials are more interested in collaboration and teamwork, while generation Xers
and baby boomers are more independent.
Millennials communicate through technology, while boomers prefer face-to-face
interaction.
Some millennials resent having to perform menial tasks and resist the idea that you
have to work your way up a in an organization while Boomers and Gen Xers believe in
the concept of "paying your dues."
A Two-Way Street
Mitigating inter-generational conflict is a two-way street. Millennials may need to be
coached about the meaning of concepts such as initiative and "ownership" of projects. You may
want to advise them to narrow down their requests from supervisors.
When Millennials are sensitized to such issues, along with generational attitude differences, they
may walk away realizing: "My boss isn't an evil person, just a product of his time." They may
become content to make a few adjustments to "meet the boss in the middle," or perhaps
embrace a more Boomer or Gen X-like attitude.
When older supervisors are encouraged to make some accommodations to the emotional needs
of younger workers, a common response is: "Hey, nobody did that for me." However, their
grumbling may soften when they learn that the accommodations they need to make often aren't
very time-consuming -- and they can bring positive results. Examples include sending an
occasional thank-you note for a job well done, or cc'ing a boss on an e-mail praising a younger
employee.
Some members of each generation are probably going to conclude that those of other
generations are wrong and "just need to get over it." But the differences are not going away.
Compromise is key, and if all sides are willing to give a little, the workplace can be much more
productive and pleasant place to be.
Workers' Compensation: Strategies to Keep Costs Down
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 utilizing safety
strategies.
Minor Injury, Major Claim
It's the small injuries that often result in big claims. Some statistics show that 80 percent 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 to 90
percent of the system's
costs. Major claims are
likely to follow if the
frequency of such
seemingly inconsequential
injuries is not addressed.
Falsified and
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:

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


Observing Patterns
Some research has
found 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 who 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 certain employees.
Overexertion, meaning doing too much, too fast and too
frequently, is one of the primary causes of sprain and strain
injuries. This often comes from employees demanding more of
their bodies than they are 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
Get injured
repeatedly have accidents.
employees
immediate and
appropriate
treatment.
Even if their duties need to be temporarily modified, get injured employees back to work
as quick as possible.
Ensure that supervisors communicate with injured employees and convey their concern
and support.
Do as much as possible to reduce the disruption that employees may face after an
injury.
Assess and address behavioral issues that could be driving an injured employee's
disability.
Claim Reduction
Begin with the hiring process. Ensure 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. Some statistics
show employees are most likely to have injuries when they feel their management doesn't care.
You may also consider:

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

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Excellent workplace safety programs.
Efficient communication programs that allow your business, 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 your business communicate its 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 percent 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. Some research has shown
that companies affiliated with physical therapy networks see injured employees returning to fullduty work 30 percent faster.
Consider Wellness Programs
Lastly, some employers are apprehensive about implementing wellness programs because
they're concerned that participation itself may cause injuries. However, the risk is far outweighed
by the many benefits of a wellness program, including claim-related benefits such as having
injured employees heal faster and be able to resume work sooner. Remember, the success of
any program comes from it being accepted from the top down.