Chances are you’ve already seen—in LinkedIn posts, online articles, or elsewhere—examples of RMIS functionality that allows for the mapping of data related to the COVID-19 pandemic. More specifically, risk management technology features that allow clients to track risk exposures and impacts by combining data in their RMIS with information from third-party sources such as the Centers for Disease Control and Prevention (CDC), the World Health Organization (WHO), and Johns Hopkins University.
The ability to move quickly to understand and respond to risk events is indeed dependent on technology. But as we are reminded in moments of crisis like the one risk managers face today, it is also powered by people and their approach to putting that technology to work based on the specific needs of individual businesses.
This raises a number of questions. If you need a quick change, can they accommodate that? How much of the change can you do yourself? How long is the wait for a response to your ticket? Does your vendor have the capacity to help their clients pivot? And does a RMIS provider trust their employees to create such solutions—or are members of a service team expected to work through a script or a list of checkboxes? … read more
In March 2020, Origami responded to the coronavirus pandemic by presenting some of the solutions we developed by partnering with clients to monitor the impact of COVID-19, including employee tracking, new incident types, disaster recovery guides, and location impact surveys. As part of an initiative to share risk technology knowledge with our community and highlight real-life scenarios and configurations, the webinar was led by Christian Schiavone and Minda Rossman, both directors of professional service—with Bob Petrie, CEO, speaking on behalf of the organization’s response to COVID-19 as a whole. The team highlighted the following new solutions developed in coordination with our clients:
- Map Visualizations
- Employee Exposure Tracking
- New Incident Types
- Disaster Recovery Plan
- Location Impact Survey
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Globally, we are seeing companies being pushed into having a remote workforce, whether they are ready for it or not, especially as more US states and countries issue shelter-in-place orders to slow the spread of COVID-19. While shifting to a remote workforce may seem like an impossible feat, there are steps you can begin taking now to help your employees transition, and by extension, improve the experience of your clients. Since our inception, Origami Risk has valued its remote capabilities and the talented team we’ve been able to curate because of it.
Whether you are a work-from-home veteran or not, we’re all facing unique challenges in this new environment—from learning to work alongside your spouse and kids, to dealing with the challenges of conferencing technology—there is always a learning curve when transitioning from office to home. As a company of “remote work gurus,” we’d like to help make that learning curve a little shorter by sharing what helps Origami’s dispersed team efficiently work from home, all while servicing clients without interruption.
Have Readily Available Resources and Training
Some employees have fully equipped home offices, while others may have difficulty adjusting to their new work environment for a number of reasons. From a lack of technological savvy, difficulty working without a second monitor, or simply the social adjustment that comes with telecommuting, there are a number of obstacles that can work against an organization that’s suddenly forced to shift to a fully-remote workforce. First and foremost, it’s important to check in with employees to make sure they’re equipped with the tools and resources needed to effectively work and service their clients.
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What are the true costs of the repetitive, simple administrative tasks claims adjusters perform throughout the course of the workday? Inefficiencies stemming from manual procedures and repetitive tasks can directly impact the bottom line of claims organizations. Added to this are hidden costs that organizations may be less likely to account for: the impact those types of procedures and tasks can have on employee engagement and job satisfaction levels.
The Hidden Costs of Repetitive Tasks
As shown in a study published by the Society for Human Resource Management, when employees are required to perform repetitive tasks, they quickly lose interest and a sense of purpose. These employees are both less satisfied and less engaged. With reduced rates of job satisfaction comes the increased likelihood of turnover and the costs associated with hiring and training new adjusters.
There are also missed opportunities associated with high levels of engagement and wellness. Laid out in the Forbes article, 10 Timely Statistics About The Connection Between Employee Engagement And Wellness, these benefits can include reduced employee burnout, more empowered employees, and increased rates of profitability.
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Enterprise Risk Management (ERM) is all too often shrouded in ambiguous, confusing terminology that provides little clarity as to what, exactly, ERM programs do. It’s also not uncommon for an organization facing a barrage of evolving risks (cyber, reputational, supply chain, environmental, etc.) to create an ERM program with the hope/assumption that somehow — as if by magic — those risks will be mitigated. It is no wonder then, that many stakeholders remain confused or highly skeptical about the effectiveness of ERM programs, even as they recognize the pressing need to do something about emerging risks.
Proponents of ERM frequently point to heatmaps as a primary deliverable, which may only make the situation worse. While heatmaps can be a good tool when used properly, they aren’t necessarily the end goal. Furthermore, when used improperly, they simply highlight risks that the organization already knows about. The article Five Benefits of Enterprise Risk Management summarizes what this can lead to:
“Many organizations struggle with implementing ERM and identifying how, and at what level, to integrate it into their organization. Managers often say they are already aware of the risks for their respective areas of the business. In these situations, what value does ERM provide, and how does it enable better perspectives and management of risks and risk data?”
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