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Retaliation in the Workplace

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The “Timeline” portion of the November issue of Risk Management (online and in print November 1) features a disturbing sequence of workplace homicides based on retaliation, from the first Post Office shooting that coined the term “going postal” to the more recent shooting near the Empire State Building. All instances focused on employees retaliating against managers, supervisors or coworkers.

But retaliation can manifest itself in many ways, including managers firing or demoting an employee due to that employee doing what they feel is the right thing — whistleblowing. A recent workplace retaliation report by NAVEX Global found that this type of retaliation is occurring now more than ever in the workplace, and that “only 15% of respondents said organizations inform employees about retaliation trends and reporting — a low and concerning statistic.”

The survey also found that the definition of retaliation is maturing. The graph below illustrates what both staff and executives define as retaliation.

The study found that the majority of respondents (72%) agreed that whistleblowers who report issues to the government have already reported the issues internally and felt it wasn’t adequately addressed. In addition, 35% said executives are coached after they engage in retaliation, as opposed to more formal disciplinary measures, and 12% reported that no action is taken.

So how do we curb retaliatory in the workplace?

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Using whistleblower reporting data to strengthen ethics and compliance programs is a starting point.

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Just last week, the Obama administration extended whistleblower protections to national security and intelligence employees in a Presidential Policy Directive, signaling just how important protection against retaliation has — and will likely continue — to become.

In other, lighter news, the 168th edition of the Cavalcade of Risk was published this morning.

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Check it out here for links to the best insurance and risk management blogging.

An Alarming Trend in the Fed’s Economic Outlook

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Perhaps nothing has a larger bearing on risk management than the future of the economy. Corporate revenues, insurance pricing, staffing and perhaps even social unrest all hinge on a continued recovery and all the (relative) progress made since 2008 could be washed away by a receding economic tide if, say, the euro zone crisis deepens or the U.

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S. economy double-dips back into recession.

But, really, who has the time to understand the economy?

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I barely passed high school math and now I’m supposed to figure read the tea leaves of a $16 trillion greenback trail? Please. Can’t someone just tell me what’s happening as if I’m a third-grader?

Oh. Why thank you, Wall Street Journal and Goldman Sachs. (via @WSJ)

The chart below is pretty self-explanatory — and fairly alarming. I’ll let them explain.

Wall Street loves numbers — always has, always will. That makes the Federal Reserve’s periodic beige book report (a/k/a “Current Economic Conditions by Federal Reserve District”) a bit frustrating. It’s all words: “Economic activity generally expanded modestly since the last report,” the latest version said. So is that good or bad? More or less? A lot or a little?

Enter the clever economists at Goldman Sachs: They have turned the Fed’s words into numbers.

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“Our approach is simple,” this said this week. “We compile a list of ‘good’ and ‘bad’ words frequently used in Beige Books to describe economic conditions and search historical reports for their relative occurrence over time. Although very simple, this word-counting exercise allows us to interpret the qualitative information in the Beige Book quantitatively.”

Simple? Sure. Then again, so am I.

The Insurance Industry Needs More Dynamic Models

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Simpler, but more dynamic capital models are what the insurance industry needs in order to avoid suffering some of the same problems it did during the financial crisis that began in 2008, according to the Willis Economic Capital Forum (WECF), a Georgia-State-University-based initiative from the academic and analysis arm of Willis Group.

Markus Stricker, director of the WECF, said in a statement that “everyone in the industry would be interested in reducing the complexity of models, making things more transparent and thus easier to understand. We ought to have learnt in the years since the financial crisis that our economic capital models need to be more dynamic and more insightful.”

He went on, explaining that looking at economic capital models in a static manner is not very helpful. Instead, he suggests insurers develop models that are simpler, yet still useful and easier to use. Stricker suggests learning from other industries that have such models in place.

For example, airplane manufacturers run stress tests to find out how much pressure they can put on a wing before it breaks off, while pharmaceutical companies have a rigorous, structured process they must go through to get a medication validated.

“I think we need a similar set of standard procedures to validate the methods that financial companies use to calculate solvency related key figures,” said Stricker. Currently, standardized processes do not exist for validating economic capital models.

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It seems insurance companies, regulators and brokers could all benefit from a validation process that is transparent and efficient.

Caitria and Morgan O’Neill Explain How to Help a Community Recover from Disaster

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On June 1, 2011, a freak EF3 tornado hit Massachusetts. Many affected communities had little experience with what is generally considered a problem only in the Midwest and the South.

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But rather than sit around with the rest of their townspeople, wondering what to do and relying on the scarce information from local authorities, Caitria and Morgan O’Neill, decided to take disaster response into their own hands. And, as they explain in the video above, with quick action and good decision making, they able to make a difference.

“We had to learn how to answer questions quickly and to solve problems in about a minute or less,” says Caitria in her TED talk. “Because otherwise, something more urgent would come up and it just wouldn’t get done.”

“We didn’t get our authority from the board of selectmen or the Emergency Management Director or the United Way,” says Morgan. “We just started answering questions and making decisions because someone — anyone — had to.

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”

Not only did they help out a small community that was dumbstruck by a fluke storm nobody expected. They also helped create a model that others can follow when disaster strikes.

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Not bad for a few twenty-somethings with no real experience in catastrophes.