Optimizing workers’ compensation & workplace safety programs
2026 is poised to bring additional developments in the above areas, which can impact both workers’ compensation and workplace safety programs. States with historically high claim severity — including California — will continue to serve as bellwethers for market stress.
For employers, the result is greater pressure to strengthen both claims management and injury prevention strategies. To reduce injury risk, better control costs, and improve employee experiences, risk and safety professionals should explore the following best practices.
01
Focus on communication from the start with workers’ compensation claimants.
Early, compassionate communication with injured workers can yield crucial benefits for employers and employees. When employees do not understand how they will be paid, what medical treatment will look like, or whether their job is secure, anxiety increases — and so does the likelihood that they will hire attorneys. Once a claim becomes litigated, costs rise, return‑to‑work timelines lengthen, and direct communication becomes more constrained.
Employers can counteract these pressures by adopting a consistent approach to injured worker communication that focuses on employees as people. This includes:
- Immediately reaching out after an injury with clear explanations of the process and available support.
- Training supervisors on empathetic communication.
- Reinforcing psychological safety so employees feel supported, and interactions between employees and employers become less adversarial.
02
Leverage telemedicine and nurse triage.
Telemedicine continues to be one of the most effective tools for both enhancing care and controlling costs. Nurse triage programs provide immediate access to trained clinical professionals who can advise whether an injury requires self‑care, urgent care, or emergency attention. Employers using these services typically see a higher proportion of cases categorized as first aid or self‑treatment — reducing unnecessary emergency room visits and driving down claim severity.
While employers must consider the per‑call cost and possible misuse, benchmarking consistently shows favorable outcomes for organizations with sufficient claim volume. Telemedicine also provides a human touch at the moment of injury, reinforcing employee trust and easing stress.
03
Improve medical cost containment through network utilization.
At a time of rising medical costs, disciplined network utilization is one of the most actionable levers employers can pull. Ensuring that injured workers are directed to in‑network providers helps secure fee schedule adherence, negotiated discounts, and more consistent medical management. Brokers and third-party administrators can help audit network penetration, identify opportunities for improvement, and structure strategies to increase in‑network care.
04
Strengthen workplace violence prevention programs
Employers should treat workplace violence as a core organizational risk and integrate it into continuity, incident response, and crisis plans. Clear roles, communication protocols, and cross‑functional response teams are essential, along with established relationships with external partners, such as mental health professionals and legal counsel. Tabletop exercises can help identify gaps and build confidence, while experienced consultants can guide critical decisions and tailor plans to each site.
After an incident, employers must prioritize safety, transparent communication, and ongoing support. Employee assistance programs and health plan partners can play key roles in providing counseling, crisis response, and access to behavioral health resources.
05
Use data and predictive analytics to identify high-risk claims and safety trends.
Analytics can help employers pinpoint where injuries are occurring, which jobs and tasks are driving loss trends, and which claims are likely to escalate. However, data alone is not the solution. Employers must pair analytics with root‑cause analysis to determine why an issue is occurring and collaborate with safety teams to address underlying risks.
Predictive models can also highlight claims that require early intervention due to factors such as age, comorbidities, or psychosocial indicators — supporting more efficient resource allocation and improving outcomes.
06
Address the needs of an aging workforce.
As more employees work into their 60s and 70s, claim durations and recovery times naturally rise. Employers should anticipate these patterns and consider:
- Job‑specific ergonomic evaluations.
- Wellness programs targeting strength, flexibility, and chronic condition management.
- Modified duty roles tailored to older workers’ recovery needs.
07
Choose the right brokers, TPAs, and carriers.
Ultimately, the strength of a workers’ compensation program depends on both an employer’s risk management team and the capabilities of the partners supporting it. Employers should look for advisors that:
- Communicate clearly and consistently.
- Demonstrate technical strength in claims and risk control.
- Take a proactive approach to workers’ compensation and workplace safety.
- Challenge the status quo and continually seek improvement.
For more insights, contact a member of our Lockton team:
Jessica Cullen U.S. Head of Excess Casualty and Operations
Scott Skifstad Risk Control Services Manager
Peter Rapciewicz U.S. Casualty Leader
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