How should an organization respond to workplace injuries?

No matter what is done to prevent them, accidents do happen, so managers and supervisors need plans in place for when they do. Even if it means taking a few extra steps or costing the organization more money in the short term, taking good care of an injured worker pays off. Without a response system provided by the employer, injured employees are compelled to make up one on their own. Therefore, employers must lead workers through the workers' compensation process.

Generally, the manager or supervisor is the first on the scene of an injury. Create a supportive environment for injured workers, even if there are suspicious circumstances. Treat every injury as legitimate. This is very simple, yet when you don't, injured workers end up filing lawsuits. The first 24 hours after the injury are critical and can mean the difference between a costly, prolonged claims process and a smooth return to work.

Following an accident:

□ Respond to injured employee. The manager or supervisor must respond to the injured employee. Stop what you are doing and assist the employee. Make immediate contact with the injured worker to get the facts. Actively listen so that you can not only help the employee, but also begin the prevention process. Reconfirm that the organization has a system to take care of injuries.

□ Give first aid or make sure employee receives medical attention. On-site managers or supervisors should know basic first aid and be responsible for arranging immediate medical care for injured workers, however minor the injury may be. Someone should be ready to accompany the injured worker to the medical care provider. A well-trained supervisor or manager can begin the injury management process at the scene of an accident. Each supervisor should know:

• how to perform first aid;

• who the medical caregiver is going to be;

• where that caregiver is located; and

• which ambulance or other transport service will be used.

□ Document the accident. Once the immediate medical emergency has been taken care of, start writing things down. A simple, all-encompassing form should be filled out initially to notify the appropriate people, communicate to those involved in the process and demonstrate immediate concern by the supervisor. Each supervisor should know:

• how to fill out the appropriate accident report form; and

• to whom it should be sent.

□ Explain the organization's workers' compensation procedures. Depending on the nature and severity of the injury, either the injured worker or the family should be told about the organization's workers' compensation procedures. Advise generally when workers' compensation payments will be made. Most injured workers get little if any information about the benefits to which they are entitled until almost a month after the accident.

Remember, injured workers are worried about their jobs, their families and their ability to pay their bills. Failure to respond to these urgent fears and needs in a timely manner only reinforces mistrust of the employer, distrust of the insurer and the system. Your quick response is important, yet employers are notoriously slow in reporting accidents from the plant floor or office through internal channels to the insurance carrier. The manager or supervisor should then act as the contact person between the worker and the organization:

• expressing concern for the injured worker and the family;

• seeking to relieve the worker's anxieties over health and income; and

• encouraging the earliest possible return to work.

□ Get involved in the medical care given. As we've said before, it is your job to make sure that the employee receives immediate medical attention, even if this involves transporting the employee to the workplace's medical provider. Then, follow up. If possible, make contact with the medical provider. In any case, talk to the injured employee or the family regarding current medical condition, opportunities for work, and follow-up treatment required. You want to continually reassure the employee and his or her family that the organization has a system in place to take care of them. Explain what benefits the employee can expect (these will vary by state). Additionally, let employees know when they can expect to receive benefits. Tell the employee that there will be small out-of-pocket medical expenses. If the medical provider agrees to bill the insurance carrier directly, advise the employee of that fact so the employee can avoid paying a large sum up front. Also, let employees know that mileage will be paid for authorized medical attention.

□ Know the medical provider. After the injury is not the time to try to locate a physician. Employers should have prearranged preferred providers so that injured employees can get immediate medical attention. (Prearrange the best medical treatment you can buy. You don't want a physician who sides either with the employee or with the organization, but you want one who will do what is best for the injured worker. That approach will be best for the organization in the long run.)

An injured employee should then not only be encouraged but, whenever necessary, actually be taken to these providers for treatment. Even if the employee wants to see his own physician, the manager or supervisor should be kept informed. Or, an employee who is treated by the organization's designated provider but wants an opinion from his or her family physician should be encouraged to get one.

Do let employees know that you are sending them to an authorized doctor because that doctor will give the best care. Studies show approximately 80 percent of the initial treatment occurs through direction by the employer, even when not required by law. If you are in a state that does not allow the employer to choose the initial treating physician, you may still suggest a doctor; the employee might be receptive. But don't be coercive.

Initial treatment often sets the tone for the case. Therefore, use doctors and clinics familiar with your work site. Have doctors review your facilities ahead of time to build understanding; they can then be more effective when suggesting light-duty work.

Emphasize that you, as manager or supervisor, need to be kept informed. Have the employee call after each doctor appointment. If an injury is serious, arrange to visit the employee in the hospital or later at home.

□ File accident report. No matter how minor it seems, an employee should be required to report every accident. Remember, if you are the supervisor or manager receiving the report, try not to respond with Oh, no, not again, or other negative responses. Do ask employees to fill out the accident report in their own words. Don't offer your opinion on whether a claim will be contested; leave that to a later time and let the insurance carrier decide. Rather, emphasize to the employee that the organization has a system to take care of injured workers.

□ Investigate the accident. Following an accident and after an accident report is filled out, there should be some additional investigation beyond the first report to identify the underlying causes of the accident. Once you figure out what caused the accident, corrective action can be taken to prevent a recurrence of that type of accident.

□ Learn from the accident to prevent future injuries. After an accident, think about prevention. Research the when, where, why and how of the incident. Seek input from coworkers or others who perform similar tasks-but don't point fingers. You are trying to find out what happened, not who to blame. Accumulate details and don't be satisfied until all your questions have been answered.

You must focus on and eliminate the reason why someone was injured in your organization or your department. Look at the accident as if someone who is a close friend of yours was injured, and you have the job of sending your friend back to work at the same work station. Review the investigation with the injured worker within 24 hours, if possible, and on a regular basis afterwards. Let the employee know the resources that are being put into the investigation and that if the injury can be prevented from happening again, it will be.

Then communicate what you've discovered: review the incident with other supervisors and employees. Get the appropriate information to the organization's claims handlers and the insurance organization in a timely fashion.

□ Encourage a speedy return to work. The next step with an injury or illness that requires time lost from work is to set a target date for a return to work. Always have a job for the injured worker, whether it is modified duty, full time, or temporary. Develop a series of transitional or modified jobs to place recovering employees temporarily, or try to restructure or redesign the injured worker's job to get as quick a return to work as possible.

Remember to set the expectation of return to work immediately, and continue to reinforce that at each possible opportunity.

• Work with the medical provider. Review any physical restrictions cited by the medical provider. If you fully understand the most demanding aspects of each job, you can match up job functions to the restrictions. Continue to monitor the restrictions as the employee recuperates and adjust the job accordingly.

• Implement return-to-work programs. Be sure to develop and implement modified work programs for injured workers. Employers who have light-duty and/or modified work programs are more likely to have their workers' compensation problems under control.

□ Maintain contact with the injured employee. Concern for the employee is the most effective activity in reducing claims and returning injured employees to work. Therefore, talk to employees about the workers' compensation process, their injury status, job status and any other resources that may be available.

On lost-time cases, it is important that workers not get into a disability mentality or become disconnected from their jobs and coworkers. Get in touch with employees promptly to minimize disputes and enhance positive relationships. Continue to maintain weekly communication. You can contact the injured employee by phone or in person, or write a short note; it doesn't have to be formal or extensive. Let people know that their presence is missed; communicate coworkers' concern; tell them that you are all looking forward to the day when they come back.