When looking for ways to reduce workers' compensation claims and lost time(days away from work), most safety and risk managementprofessionals look to the obvious: designing and re-designing theworkplace to prevent injuries, injury prevention training, workingwithin OSHA regulations, posting signs and reminders to worksafely, addressing injuries as they occur and putting measures inplace to prevent other injuries.

Yet, with all the prevention measures, lost time claims still occur and they arecostly. Why?

Supervisor's impact

What's often overlooked is the impact that the injured employee's supervisor has on the injuryand claim. Do supervisors know that their response to the employeein pain can determine the length of the employee's disability? In“theory,” of course they know it's important to be nice, but inreality, is this what supervisors practice when their employeescomplain of discomfort, pain or have an injury? Does it matter?

Research shows that it does matter. A National OccupationalResearch Agenda (NORA) Innovative Research Award-winning researchstudy by Shaw, et al., “Supervisor Training to Optimize Response to WorkerInjuries,” showed that just four hours of supervisor trainingon communication skills and respect of injured workers, along withergonomic accommodations for injured workers reduced lost timeclaims by 47 percent. The study also showed an 18 percent reductionin existing claims and an 80 percent reduction in workers' compcosts.

There are safety/risk management professionals who view this assoft science or psychosocial fluff, but can you really afford toignore the impact of supervisor attitude on claims? As anergonomist being called in to evaluate a worker, I first talk withthe employee's supervisor to get a feel for non-direct workplacefactors: workplace culture, staff engagement, workflow, employeeperception of work overload, supervisor openness, and preconceivedimpressions of the injured employee. Then I use this information tocompare it to the employee's perception of the workplace culture,and supervisor openness and responsiveness to the complaint ofinjury and pain.

Escalate claim, increase length of disability

Is there a 'disconnect' between the supervisor and employeeperceptions on these issues? Most of the time there is. Thesupervisor feels there is an open door policy where employees arefree to share any concerns and the supervisor will always have thebest interests of the employee in mind.

In contrast, the employee shares that supervisors roll theireyes when the employee complains of discomfort or pain, don't actupon the information, won't order ergonomic accommodations, orthere is no follow up by supervisors. An employee's perception thata supervisor doesn't take the employee's concerns seriously willescalate a claim and increase the length of a disability.

Just four hours of training on how to effectively work withemployees suffering a work-related injury can reduce claims by 40percent. (Photo: Shutterstock)

Training matters

In the study by Shaw, researchers looked at a four-hour trainingprogram for supervisors (Table 1) aimed at improving methods forcommunicating with injured workers and facilitating temporary jobaccommodations in response to musculoskeletal complaints.Researchers used videos with positive and negative models ofsupervisor behavior, went over recommendations for ergonomic workmodifications and reviewed communication strategies.

Related: 10 ways in which workers' compensation needs toevolve

Table1

Trainingsession I:

10 minutes – Introductory remarks from management and workshopfacilitators

10 minutes – Pre-seminar survey of disability attitudes andknowledge

10 minutes – Icebreaker activity: Brainstorm factors affectingdisability

10 minutes – Rationale for improved supervisor response toinjury

20 minutes – Responding effectively to health and safetyconcerns of workers

30 minutes – Understanding musculoskeletal pain anddiscomfort

30 minutes – Problemsolving to provide ergonomic work modifications

Total 120 minutes

Trainingsession II (several days later):

10 minutes – Review of Session I material, question/answer

20 minutes – Maintaining communication after injury

20 minutes – Reintegration and return to work

50 minutes – Case simulations and group presentations

10 minutes – Question/answer period

10 minutes –Post-seminar survey of disability attitudes andknowledge

Total 120 minutes

Results of this study reported “statistically significantimprovements in supervisor's confidence to communicate effectivelywith injured workers, suggest ergonomically-based jobaccommodations, and maintain a positive and supportive attitudewith injured workers.” Shaw reported that in the seven months afterthe training program, the intervention group experienced 47 percentfewer new workers' compensation claims, while the control groupreduction was only 19 percent.

A study showed that if an employee 'expects' to return towork and the clinician knows about the modified work availability,these factors can assist in reducing lost time days. (Photo:Shutterstock)

Modified duty and return-to-work programs

While modified duty and return-to-work programs are important toinjury reduction, it's even more important to make sure everyone inthe organization (employees, injured workers, supervisors,clinicians) knows about these programs and supports them.

Another study by Shaw showed that if an employee 'expects' toreturn to work and the clinician knows about the modified workavailability, these factors can assist in reducing lost time days.Take care to show the value of your modified duty andreturn-to-work program so it becomes enterprise-valued and anexpected part of returning to work for everyone.

Communication, support, collaboration

Although it can be far easier to look at conventional solutionsto address workers' compensation claims and lost time drivers thanit is to implement supervisor training, there is value in beingnice.

Consider training your supervision team on how to communicateeffectively with injured workers, how to provide and supportergonomically-based job accommodations, and the importance of beingsupportive, proactive and collaborative with injuredworkers.

Kathy Espinoza ([email protected]), MBA, MS, CPE, CIE, isa board-certified professional ergonomist and assistant vicepresident, ergonomics and safety, for Keenan, a full-serviceinsurance brokerage and consulting firm. She has worked with thefirm for 14 years providing workstation assessments, solutions andemployee training and has published 60 articles in the field ofergonomics, safety and workplace issues.

Related: 9 best practices for return-to-workprograms

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