WORKERS ' COMPENSATION
5 Strategies
When a company
experiences significant increases in workers ’ compensation costs , it usually triggers internal activities aimed at reducing insurance costs and spending . The key to spending fewer dollars is more than just stopping a few accidents ; it is having a sound safety program designed to continuously improve . This is when a safety program that , at a minimum , is compliant with the Occupational Safety and Health Administration ( OSHA ) standards can yield significant savings by reducing injuries and illnesses , saving workers ’ compensation dollars .
BUILDING A SOLID OSHA PROGRAM There are five elementary steps you can take to have a well-rounded safety program that produces a safe work environment , achieves OSHA compliance , reduces accidents , and ultimately reduces workers ’ compensation costs :
1 . Develop the various programs required by the OSHA standards .
2 . Integrate those programs into daily operations .
3 . Investigate all injuries and illnesses .
4 . Provide training to develop safety competence in all employees .
5 . Audit your programs and your work areas on a regular basis to stimulate continuous improvement .
for Reducing Workers ’ Compensation Costs
DEVELOP PROGRAMS REQUIRED BY OSHA STANDARDS Aside from being a requirement for general industry , the OSHA standards provide a good pathway to incident reductions . A good number of accidents stem from poorly developed or poorly implemented OSHA programs : failure to keep walking and working surfaces clear may result in slips or trips ; not using personal protective equipment may result in excessive lacerations ; and poor lifting techniques can result in strains .
Many of the OSHA standards require some type of written program be developed and then communicated to employees . Experience shows that companies with thoroughly developed OSHA-compliant programs have fewer accidents , more productive employees , and lower workers ’ compensation costs .
INTEGRATE PROGRAMS INTO DAILY OPERATIONS Policies alone won ’ t get results ; the program must move from paper to practice in order to succeed . Putting a policy into practice requires a strategic plan clearly communicated to key participants , good execution of that plan based on developed competencies , and a culture that inspires and rewards people to do their best .
When developing any business initiative , there must be an emphasis on frontline supervisors and helping them succeed . Every good business-person knows that any new program — safety , quality , or anything else — lives and dies with the frontline supervisor . If the frontline supervisor knows the program and wants to make it happen , the program succeeds ; if not , the program is a source of constant struggle and an endless drain on resources
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