Your first meeting with the injured employee will  determine whether the relationship will turn adversarial.

Build a better report foundation and improve communications with the injured worker.  Here’s how:

  1. Establish a program to alleviate injured employee concerns and communicate department core values, setting the future direction of each reported claim.

  2. Replace your ineffective forms with our Injury and Accident Investigation reports with built-in defenses – to provide your claims and legal teams with far more actionable information;

  3. Establish objective expectations of your hired vendors, then measure performance and communicate results across all jurisdictions; and

  4. Utilize techniques to identify when employees are not forthcoming about the full nature of their alleged injuries.


How do injured employees feel about your company culture?  Is your company viewed as a great place to work only until a work injury is reported?

How your workers’ compensation department proceeds forward from the point of reported injury dictates both the future direction of the claim and also employee morale. 

Establish specific department goals and roles to communicate company core values and ensure culture consistency.

Vendor Governance

Although hired by your company, your claims adjusting and legal defense teams are not automatically aligned with your interests, and efficient stewards of your resources, until you make them so.

Outline specific expectations for your claims and legal vendors, then utilize our unique governance tools to measure compliance and communicate results.  

Unbiased Guidance

Our approach: A candid employer-centric focus, offered from a different perspective (and with different goals) than your typical insurance claims adjuster or defense attorney.