Digital empathy and the future of disability claims management
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Shorter claim durations show where technology can enhance, not replace, the case manager’s role
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ONE DAY may not seem like much, but in disability claims management, every minute counts. Shaving even 24 hours off the time it takes to connect an employee to treatment can make the difference between a claim that lingers and one that resolves more smoothly.
iA Financial Group (Industrial Alliance) is one of Canada’s largest insurance and wealth management companies, providing a wide range of products including life and health insurance, savings plans, retirement products, mutual funds, and auto and home insurance for individuals and businesses. Founded in 1892, the publicly traded company operates across Canada and in the United States, with its stock listed on the Toronto Stock Exchange under the ticker symbol IAG.
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“Case managers bring value because they build personal connections. The technology is there to remove distractions and help them focus on that human interaction. That is where the trust and the meaning come from”
ROBERT CROSS,
iA FINANCIAL GROUP
“We have seen that if referrals go out just one day earlier, the entire process accelerates,” Robert Cross, senior director, claims and contact centres at iA Financial Group, explains. “That is not only a benefit for us as an insurer. Employers see it in lower durations and faster returns to work, and employees feel it in quicker access to treatment. It is a small thing that produces a big impact.”
As critical as timeliness is, the flip side of the coin is that the technology that enables speed should never come at the expense of empathy.
“Case managers bring value because they build personal connections,” Cross says. “The technology is there to remove distractions and help them focus on that human interaction. That is where the trust and the meaning come from.”
The challenge for insurers is to find the right balance between efficiency and empathy.
Cross did not set out to work in insurance. After studying psychology at university, he found his way into disability management almost by chance. But the work struck him immediately as meaningful. “You get to own the relationship with the plan member,” he recalls. “You are not just processing a file. You are speaking to someone, learning their story, and earning their trust.”
Cross points to iA’s use of specialized AI agents in rehabilitation conversations as an example. These agents listen to discussions between consultants and plan members, take notes, and generate structured reports. They have been trained specifically on rehabilitation language and conversation flow, so they can flag areas for follow-up and ensure reports are comprehensive.
The effect is straightforward. Consultants can devote their full attention to the claimant instead of splitting focus between listening and typing. Referrals are issued sooner, often a full day earlier than they were previously. Plan members may never know the technology is operating, but they feel the outcome when treatment begins without delay.
Similar improvements have been made in other parts of the claims process. One of the most persistent frustrations for case managers has been waiting for medical records from physicians and clinics.
“At the end of the day, we are helping people. The question is how we ensure what we put in place genuinely supports them in getting back to good health and back to work”
ROBERT CROSS, iA FINANCIAL GROUP
Equally important is who designs the tools. AI systems used in rehabilitation are not the product of
IT teams working in isolation. Instead, they are shaped by rehabilitation specialists who understand the nuances of sensitive conversations. “It is not an IT project,” Cross insists. “It is built by people who know the subject matter and know what tone should be used. That is why it works.”
He acknowledges that some roles may eventually disappear as automation becomes more capable. Straightforward, short-duration claims, such as broken bones with predictable recovery timelines, are likely candidates. These cases could one day be handled primarily by AI systems, with case managers providing oversight. But Cross sees this as an evolution rather than a displacement. Automation would free professionals to focus their time on complex cases where human judgment and empathy are indispensable.
This approach extends to how iA defines “digital empathy.” Cross points to claims intake as an example. Other insurers may rely on digital forms that streamline the process but leave employees feeling like a number. iA requires only a short form from the plan sponsor and then ensures that a case manager speaks directly with the employee within days.
The difference may seem small, but it sets a tone of listening and respect. Claimants know that their story matters, not just their paperwork. Digital systems help move information quickly, but the personal call anchors the experience in empathy.
For Cross, the real test of technology in disability management is whether it shortens claims, lowers costs, and helps employees return to work in better health. Faster referrals and reduced waiting times are not just internal benchmarks for insurers. They are outcomes that matter to plan sponsors, who want their employees supported effectively and back on the job sooner.
He sees a future where simple, short-duration claims may be handled largely through automated systems, with case managers providing oversight. More advanced AI tools are also emerging that can review medical records, build treatment timelines, and highlight potential issues. These systems will never replace human judgment, but they can lighten the administrative load and allow case managers to spend their time where it is most valuable.
As Cross puts it, the balance lies in asking whether each new tool truly benefits the people it is meant to serve. “We just need to be curious, but careful,” he says. “At the end of the day, we are helping people. The question is how we ensure what we put in place genuinely supports them in getting back to good health and back to work.”
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The value of human contact
The measure of progress
Published October 27, 2025
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“We have seen that if referrals go out just one day earlier, the entire process accelerates.”
up to 6 weeks
The duration of disabilities can be reduced significantly with effective disability management planning, particularly through the prompt handling of cases at the time of the claim.
More efficient claims processing enables quicker and more tailored support.
For a company with a workforce of 1,000 people earning an average of $75,000 per year,
this reduction can generate
up to $252,000 in potential
direct savings.
up to $252,000
better response times
Technology behind the scenes
potential direct savings generated
Find out more
iA Financial Group (Industrial Alliance) is one of Canada’s largest insurance and wealth management companies, providing a wide range of products including life and health insurance, savings plans, retirement products, mutual funds, and auto and home insurance for individuals and businesses. Founded in 1892, the publicly traded company operates across Canada and in the United States, with its stock listed on the Toronto Stock Exchange under the ticker symbol IAG.
For Cross, the real test of technology in disability management is whether it shortens claims, lowers costs, and helps employees return to work in better health. Faster referrals and reduced waiting times are not just internal benchmarks for insurers. They are outcomes that matter to plan sponsors, who want their employees supported effectively and back on the job sooner.
He sees a future where simple, short-duration claims may be handled largely through automated systems, with case managers providing oversight. More advanced AI tools are also emerging that can review medical records, build treatment timelines, and highlight potential issues. These systems will never replace human judgment, but they can lighten the administrative load and allow case managers to spend their time where it is most valuable.
As Cross puts it, the balance lies in asking whether each new tool truly benefits the people it is meant to serve. “We just need to be curious, but careful,” he says. “At the end of the day, we are helping people. The question is how we ensure what we put in place genuinely supports them in getting back to good health and back to work.”
“At the end of the day, we are helping people. The question is how we ensure what we put in place genuinely supports them in getting back to good health and back to work”
ROBERT CROSS,
iA FINANCIAL GROUP
Equally important is who designs the tools. AI systems used in rehabilitation are not the product of
IT teams working in isolation. Instead, they are shaped by rehabilitation specialists who understand the nuances of sensitive conversations. “It is not an IT project,” Cross insists. “It is built by people who know the subject matter and know what tone should be used. That is why it works.”
He acknowledges that some roles may eventually disappear as automation becomes more capable. Straightforward, short-duration claims, such as broken bones with predictable recovery timelines, are likely candidates. These cases could one day be handled primarily by AI systems, with case managers providing oversight. But Cross sees this as an evolution rather than a displacement. Automation would free professionals to focus their time on complex cases where human judgment and empathy are indispensable.
This approach extends to how iA defines “digital empathy.” Cross points to claims intake as an example. Other insurers may rely on digital forms that streamline the process but leave employees feeling like a number. iA requires only a short form from the plan sponsor and then ensures that a case manager speaks directly with the employee within days.
The difference may seem small, but it sets a tone of listening and respect. Claimants know that their story matters, not just their paperwork. Digital systems help move information quickly, but the personal call anchors the experience in empathy.
The effect is straightforward. Consultants can devote their full attention to the claimant instead of splitting focus between listening and typing. Referrals are issued sooner, often a full day earlier than they were previously. Plan members may never know the technology is operating, but they feel the outcome when treatment begins without delay.
Similar improvements have been made in other parts of the claims process. One of the most persistent frustrations for case managers has been waiting for medical records from physicians and clinics.
Traditionally, this exchange has relied on fax machines and could take four weeks or more. iA has partnered with a vendor to digitize the process, cutting wait times by about two weeks. For claimants, that means fewer unexplained delays. For employers, it translates into shorter claim durations and lower costs.
In both cases, the technology is invisible to the plan member. What they experience is a more responsive system and quicker access to the care they need.
Safeguards and standards: designing for empathy
The drive for efficiency carries risks, and Cross is quick to emphasize that adoption must be deliberate. Data security is one priority. At iA, all claimant data remains within Canada, with no outsourcing to external providers. Rigorous checks are carried out before any tool is implemented.
Cross did not set out to work in insurance. After studying psychology at university, he found his way into disability management almost by chance. But the work struck him immediately as meaningful. “You get to own the relationship with the plan member,” he recalls. “You are not just processing a file. You are speaking to someone, learning their story, and earning their trust.”
This dynamic, he argues, is what separates case management from more transactional roles. A claimant who trusts their case manager is more likely to engage with rehabilitation, follow treatment plans, and return to work in better shape. For the professional, the relationship provides a sense of purpose beyond paperwork.
That human dimension is also what makes Cross skeptical of predictions that artificial intelligence will eventually replace case managers. In his view, the work is inherently relational and cannot be replicated by algorithms. “The job is a value-added one,” he says. “It is about making a personal connection with employees. I do not see AI ever replacing that.”
What AI can do is relieve case managers of the tasks that interfere with those connections.
The value of human contact
“Case managers bring value because they build personal connections,” Cross says. “The technology is there to remove distractions and help them focus on that human interaction. That is where the trust and the meaning come from.”
The challenge for insurers is to find the right balance between efficiency and empathy.
“Case managers bring value because they build personal connections. The technology is there to remove distractions and help them focus on that human interaction. That is where the trust and the meaning come from”
Robert Cross,
iA Financial Group
ONE DAY may not seem like much, but in disability claims management, every minute counts. Shaving even 24 hours off the time it takes to connect an employee to treatment can make the difference between a claim that lingers and one that resolves more smoothly.
“We have seen that if referrals go out just one day earlier, the entire process accelerates,” Robert Cross, senior director, claims and contact centres at iA Financial Group, explains. “That is not only a benefit for us as an insurer. Employers see it in lower durations and faster returns to work, and employees feel it in quicker access to treatment. It is a small thing that produces a big impact.”
As critical as timeliness is, the flip side of the coin is that the technology that enables speed should never come at the expense of empathy.
Published October 27, 2025
News
Specialization
EVents
Best in HR
Resources
Subscribe
ADVERTISE
AU
NZ
ASIA
CA
US
reduction of disability duration
This dynamic, he argues, is what separates case management from more transactional roles. A claimant who trusts their case manager is more likely to engage with rehabilitation, follow treatment plans, and return to work in better shape. For the professional, the relationship provides a sense of purpose beyond paperwork.
That human dimension is also what makes Cross skeptical of predictions that artificial intelligence will eventually replace case managers. In his view, the work is inherently relational and cannot be replicated by algorithms. “The job is a value-added one,” he says. “It is about making a personal connection with employees. I do not see AI ever replacing that.”
What AI can do is relieve case managers of the tasks that interfere with those connections.
Traditionally, this exchange has relied on fax machines and could take four weeks or more. iA has partnered with a vendor to digitize the process, cutting wait times by about two weeks. For claimants, that means fewer unexplained delays. For employers, it translates into shorter claim durations and lower costs.
In both cases, the technology is invisible to the plan member. What they experience is a more responsive system and quicker access to the care they need.
Safeguards and standards: designing for empathy
The drive for efficiency carries risks, and Cross is quick to emphasize that adoption must be deliberate. Data security is one priority. At iA, all customer data remains within Canada and rigorous checks are carried out before any tool is implemented.
The measure of progress
Cross points to iA’s use of specialized AI agents in rehabilitation conversations as an example. These agents listen to discussions between consultants and plan members, take notes, and generate structured reports. They have been trained specifically on rehabilitation language and conversation flow, so they can flag areas for follow-up and ensure reports are comprehensive.
Technology behind the scenes
More efficient claims processing enables quicker and more tailored support.
better response times
For a company with a workforce of 1,000 people earning an average of $75,000 per year,
this reduction can generate
up to $252,000 in potential
direct savings.
potential direct savings generated
up to $252,000
The duration of disabilities can be reduced significantly with effective disability management planning, particularly through the prompt handling of cases at the time of the claim.
up to 6 weeks
Published October 27, 2025
“We have seen that if referrals go out just one day earlier, the entire process accelerates,” Robert Cross, senior director, claims and contact centres at iA Financial Group, explains. “That is not only a benefit for us as an insurer. Employers see it in lower durations and faster returns to work, and employees feel it in quicker access to treatment. It is a small thing that produces a big impact.”
As critical as timeliness is, the flip side of the coin is that the technology that enables speed should never come at the expense of empathy.
“Case managers bring value because they build personal connections,” Cross says. “The technology is there to remove distractions and help them focus on that human interaction. That is where the trust and the meaning come from.”
The challenge for insurers is to find the right balance between efficiency and empathy.