What is IMOS?
Workers’ comp performance improves when injury management is controlled, consistent and measurable across every location. IMOS is the system that makes it so, and we install it.
When someone gets hurt, does how it gets handled tend to depend on the supervisor or the location? If the honest answer is yes, that is the whole problem, and it is fixable.
Four questions that settle it
This is the fastest sixty seconds in any workers’ comp conversation. Hesitation on any one of them means you have advice, not a system.
Do you have a documented injury response process?
Not a policy in a binder. The actual sequence a supervisor follows in the first hour.
Do supervisors follow it the same way every time?
Across every shift, every department and every location, including the site you rarely visit.
Can you measure lag time, return to work rate and cost drivers?
Not at renewal. This week, by location, in time to do something about it.
Can you prove your program is improving?
With numbers you would be willing to put in front of your CFO.
Most workers’ comp programs fail because advice does not get executed.
Everyone in the chain does their job. Brokers and carriers advise. Third party administrators administer claims. Clinics treat. Reporting tools report. None of them change what a supervisor does in the first hour, create ownership inside your building, or enforce a cadence after the attention moves on. Nobody you are paying is paid to make this smaller.
Diagnose: the WC Program Diagnostic Review
Before anything gets installed, we find out where injury response actually breaks down, and what that breakdown is costing you. It answers three questions in plain terms.
What is going wrong?
A measured picture of how injuries are really handled, rather than how the process says they are.
What is it costing us?
Sized from your own claim data where a loss run exists, and answered plainly where it does not.
What should we do next?
One recommended focus metric with a date to re-measure it. Not a list of twelve things.
Eight areas we look at
- ✓Injury reporting
- ✓Supervisor response
- ✓Care direction
- ✓Tele-triage utilization
- ✓Return to work execution
- ✓Communication with injured employees
- ✓Coordination with medical providers and claims teams
- ✓Consistency across locations, departments, shifts and managers
A loss run strengthens the review and does not gate it. With three years of claim level data we measure your five critical metrics against benchmark and put a number on the gap. Without it, the review still runs and the cost question gets answered in words instead of dollars.
Install: six weeks, and you build it
The 6-Week System Install puts the operating system into your business. Each week is a build session plus the pieces your team produces and we review. We design, install, enforce and review. You build. A file we wrote is a file nobody in your building will defend in week nine.
Week 1
Foundation and ownership
An honest assessment of what exists today, in what order it gets fixed, and who owns it.
Week 2
Communication and return to work
What the injured employee hears, when they hear it, and the transitional duty policy behind it.
Week 3
Supervisors, triage and investigation
The decision map for the first hour, so three supervisors at three locations give the same answer.
Week 4
Measurement
The weekly scorecard, built simple, visible and comparative. It exists to drive behaviour, not to report.
Week 5
Medical direction and program controls
Account handling instructions, and making sure a treating provider knows what duty actually exists before writing restrictions.
Week 6
Go live
Your team presents what it built, the weekly meeting is scheduled and owned, and the cadence starts.
It ends with a running weekly cadence, not a folder of documents.
The one precondition worth delaying a start date over: a named System Owner with real executive backing. Somebody who processes the paperwork is not a system owner. Without the authority to hold the organisation to account, the cadence becomes administrative and the system quietly dies.
We own
- The system
- The cadence design
- The scorecard design
- The measurement framework
- The accountability structure
You own
- Daily execution
- The weekly meeting
- Supervisor enforcement
Sustain: the part that stops the drift
Most improvement efforts in this industry revert inside a quarter. Supervisors start handling injuries differently, reporting slips, return to work coordination weakens, and the accountability disappears. Four layers exist to make that visible and hard to ignore.
The hierarchy is the whole design. Weekly is about execution behaviour. Monthly is about system performance. Quarterly is about business outcomes. Review claim cost weekly and you teach the room that the meeting is about claims, and the cadence stops working.
What gets measured every week
Four execution categories, instrumented during the install, compared across locations.
Immediate injury reporting
Did it enter the system straight away? Lag time, and percent reported within 24 hours.
Manager injury response
Did the manager check in, connect the employee to care, and follow up one to two days later?
Return to work coordination
Was work status obtained, and has coordination actually started?
Employee continuity and support
Asked of the employee directly, 72 hours in. Four answers escalate the same day.
Lead measures, not lag measures. Variation between locations is the signal.
Find out where your program is breaking down
Start with a Diagnostic Review, or take the scorecard first and see where you stand today.
