Robert Elliott is an executive vice president with Amaxx Risks Solutions, Inc. Over the past 20 years, he has worked successfully with many industries reducing Workers’ Compensation costs, such as airlines, health care, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and many other industries and organizations. Contact him at Robert_Elliott@ReduceYourWorkersComp.com
Senior management generally does not actively participate in injury management projects. However their approving and supporting a injury management ensures it’s success. Keep in mind, senior managers are most interested in the bottom line – what the program will cost, how much money will be saved in such areas as shorter duration of injuries and illnesses, return-to-work/transitional duty programs, returning injured workers to their jobs quickly and lower experience modifications.
It’s the job of injury coordinator to compile and present the statistics senior management needs to make informed decisions.
7 Keys for Senior Management Participation
1. Determine the cost of workers’ compensation at their facilities.
2. Explain the Sales Required to Pay for Accidents grid so management can grasp the concept of how much it costs in sales to pay for workers’ compensation.
3. Recognize basic elements of the your company’s new injury management program and be able to ask the middle managers at least four questions about their program:
Ask for the number of injuries at the facility this month.
Ask how many employees are currently out of work.
Ask how many employees are currently on transitional duty.
Ask if there are any obstacles where senior management can be of assistance.
4. Discuss injury management issues with middle managers as they occur at their respective facilities.
5. Appoint staff to provide oversight and input to handle claims and guide the injury management implementation program. A dedicated staff may not always be necessary, but it is important to provide enough staff to closely monitor claims
6. Encourage a positive approach suggesting a “CAN DO” attitude. Even a company with very few injuries benefits from implementing a system, by controlling the handling of claims and lawsuits
7. Require the “Reduction in Lost Workdays” as a key performance indicator of how well each division is achieving return-to-work goals. Use this indicator as a consideration in middle management’s bonus/payment process. Divisions with the best reduction in lost workday indicators would warrant the highest bonuses. (workersxzcompxzkit).
Do not use this information without independent verification. All state laws are different. Consult with your corporate legal counsel before implementing any cost containment programs.
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