Published on February 27, 2014
Claims and Change Management Sam Fewings Trinitas Group WWW.TRINITASGROUP.COM.AU 1
Outcomes • • • • • What is change management? Why is it relevant to Claims Management Basic Understanding of Change Understanding of resistance management How to integrate change into claims management WWW.TRINITASGROUP.COM.AU 2
Change management and project management Project management Current Transition Change management WWW.TRINITASGROUP.COM.AU Technical side of the project Future People side of the project 3
Change can be represented as three states of change States of change Current state How things are done today? Transition state How to move from current to future? WWW.TRINITASGROUP.COM.AU Future state How things will be done tomorrow? 4
The five building blocks of successful change Awareness Desire Knowledge Ability Reinforcement Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change WWW.TRINITASGROUP.COM.AU 5
Claims and the ADKAR Model • Awareness – The legislation • Desire – Resumption of normal duties and life • Knowledge – What do they need to do to comply • Ability – Pamphlets and WorkCover website • Reinforcement – PID and/or the start of a new phase WWW.TRINITASGROUP.COM.AU 6
Change does not have to be easy You have a new boss: 1. They do not communicate with you 2. They expect you to be on call 24/7 3. They are extremely moody 4. They demand attention Who would want to make the change for this new boss? WWW.TRINITASGROUP.COM.AU 7
Difficult change can be embedded • Rider v Elephant • Rider = Rational logic – short term pain v long term gain • Elephant = Emotion – Long term pain v short term gain • Both areas need to be engaged to make change succesfull WWW.TRINITASGROUP.COM.AU 8
Consequences of Poor Change Management • • • • • • • • • Lower productivity Passive resistance Active resistance Turnover of valued employees Disinterest in the current or future state Arguing about the need for change Taking sick days or not showing up People finding work-arounds Divides are created between ‘us’ and ‘them’ WWW.TRINITASGROUP.COM.AU 9
Resistance Management There is a process for managing change resistance: • Listen and Understand objections • Focus on the “what” and let go of the “how” • Remove Barriers • Provide Simple clear choices and consequences • Create Hope • Show the benefits in a real and tangible way WWW.TRINITASGROUP.COM.AU 10
Relevance to Claims Management • No matter how you define it a claim for compensation is a change, a change in ability, a change in pay, a change in identity and a perceived change in status • Managing change in an injured worker is the responsibility of the employer and the insurer • The adversarial approach will get short term results but what about in the long term • Claims staff are burning out with all the confrontation. WWW.TRINITASGROUP.COM.AU 11
Employers Responsibility • Have a conversation with the worker • Be involved in the claim and aware of were it is at in its life cycle • Discuss with the worker the consequences of the claim and the avenues for resolution • Work closely with the insurer on claim resolution • Meet your obligations as an employer WWW.TRINITASGROUP.COM.AU 12
Insurer Responsibilities • Understand the legislation you are using • Speak with the workers about the relevant sections and be clear about consequences • Look for passive resistance and address it with the claimant • Manage active resistance actively • Understand that this is a change and treat it accordingly WWW.TRINITASGROUP.COM.AU 13
Conclusion • It may seem fanciful • Not every claimant will respond • Managing change is not about making people feel good it is about taking them along on the journey • Try it, you have absolutely nothing to lose WWW.TRINITASGROUP.COM.AU 14
Questions Sam Fewings WWW.TRINITASGROUP.COM.AU Sam.Fewings@trinitasgroup.com.au 0421458710 WWW.TRINITASGROUP.COM.AU 15
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