Harnessing The Impact Of Communications For WC Programs

Behind virtually every successful workers' compensation program, you will find an effective communications initiative.

Some are formalized and well-scripted, while others tend to be an extension of the organization's business culture.

Regardless of the form the communications program takes, a best-in-class program will be characterized by people who understand the workers' compensation system, show uncompromising commitment to safety and loss prevention, and know what to do should a near miss or accident occur.

Communications programs are limited only by imagination, and businesses may employ endless variations to accomplish their objectives. In an attempt to simplify the discussion of this process, we will explore the who, what, where, when and why of workers' compensation communications programs.

WHO?

The answer is workers' compensation affects everyone at the workplace and everyone should receive some type of workers' compensation training.

However, people's needs vary and, in turn, communications should be modified accordingly. Organizations typically consist of senior executives and directors, middle managers and line supervisors, and employees and associates. Each of these groups has a very distinct role to play if a business' workers' compensation program is to be successful.

o Senior level executives and directors set the tone for the program. They dictate what principles and philosophies will be held in high esteem within an organization. They must set a strong example for the rest of the organization.

o Middle managers and supervisors can mean the difference between a claim costing $5,000 or $50,000. They must enforce safety standards while overseeing production goals.

They are also an organization's first line of defense when an accident occurs. They become the organization's goodwill ambassador when an injury occurs. They must respond with a sense of timeliness and sincerity when dealing with injured employees and their families.

o Employees must take ownership of safety for themselves and their co-workers. If safety is promoted as an uncompromising principle, they must agree to abide by the standards, which have been set as a condition of employment.

WHAT?

While the level of information will vary depending on whether you are communicating with managers, supervisors, or employees, there are certain aspects of workers' compensation that are critical to performance. For example, everyone within the organization should understand:

• The purpose of the workers' compensation system.
• How the system works; what mechanisms the organization has in place to ensure a safe work environment.
• What actions should be taken should an accident occur.
• What benefits an injured employee is entitled to.
• How to access these benefits should they be needed.
• What their responsibilities are in order to maintain these benefits.

When these issues are discussed ahead of time and information resources are freely shared, employees tend to feel less threatened. Claims which do occur tend to be resolved more readily.

It is when an information void exists that employees seek out attorneys for legal advice and counsel, thereby driving up claims costs and absence durations.

WHERE?

Workers' compensation communications can and should be on as many internal agendas and programs as possible.

Workers' compensation issues and objectives should be directed at senior executives. While senior management often sees the line item costs associated with insurance premiums and claims costs, there is sometimes a need to help them understand the indirect costs associated with workplace injuries.

These indirect costs are often multiples of the hard-dollar costs an employer pays. (See related textbox, “Indirect Costs.”) Too often, these costs are hidden and fall off senior managers' radar screens in deference to what are considered more pressing corporate issues.

Middle managers and supervisors must receive ongoing workers' compensation education and training as well. They do the majority of hiring and training of new employees. They are also typically responsible for the ongoing training and enforcement of safety standards among the existing employee population.

As a result, they must understand the impact they have on workplace safety, ultimate costs and resulting productivity. These issues should be discussed at the department meetings with the same intensity and frequency as production goals, service standards and sales initiatives.

At the employee level, education and awareness can be raised at departmental meetings, safety committee functions, or morning toolbox talks. The bottom line is to seize each and every opportunity to talk about workers' compensation issues in support of a safe and productive business environment.

WHEN?

A number of employers are beginning to place a great deal of emphasis on communicating safety values and expectations during the job interview.

Safety posters are prevalent in the lobby. Commitments to a drug-free workplace are noted on the job applications. Return-to- work procedures are denoted in the employee break room.

Placing a great deal of emphasis and discussion on safety protocols, a drug-free workplace and stringent return-to-work procedures can discourage potential job candidates who have less than honorable intentions and work ethics. These types of individuals would much prefer to work for a company that did not have strong procedures in place.

Once a job offer is made, most organizations do a good job introducing safety principles as part of new employee orientations. However, orientation is just the beginning.

Communication and training must be frequent and ongoing if safety habits and accident procedures are to take effect. The ultimate goal is to create a positive business culture in which safety is a matter of course of doing business.

WHY?

Clearly, communication is the cornerstone to successful business practices and operations. Workers' compensation is no exception. Businesses today know that the better an employee understands workers' compensation issues, the more effectively he or she can support and utilize the system for the purpose in which it was intended.

They are also learning to communicate and promote workers' compensation principles and expectations with the same enthusiasm and intensity that they promote their products and services.

Some organizations realize they must launch effective employee communications campaigns drawing on the same marketing and advertising principles used to reach their customer base. Creativity and repetition rule in these scenarios and workers' compensation principles become second nature and a matter of business course.

Using this outline is a great start to improving your workers' compensation communications program.

Steven J. Link is executive vice president of Midwest Employers Casualty Company. He may be reached at SLink@mwecc.com.