Prepared by SFM’s in-house legal team
Many litigated workers’ compensation claims could have been avoided if the employer had simply shown concern for the employee’s welfare early on.
When an injured worker hears nothing from their employer, they get the impression nobody cares.
Often, litigation is a reflection of feeling ignored—if the employer won’t make time to listen, an attorney will.
Show concern right away
As soon as you learn of an injury, have your claims coordinator, risk manager, or the employee’s supervisor follow up. If the employee is off work, call them at home or visit in person if appropriate.
Some supervisors avoid reaching out because they worry about saying the wrong thing. But saying nothing is a sure way to deliver the wrong message. Set up a regular check-in schedule.
What to say when you reach out to injured workers
Injured workers worry about their jobs and livelihood. Reassure them that you’re looking forward to their return and will have a position for them when they’ve recovered.
Let them know you’ll provide work or accommodations so they can return as soon as medically possible — even if that means a different role based on their restrictions.
This matters more than you might think: fear of losing their job or income is one of the most common reasons injured employees decide to hire an attorney.
Stay professional during disputes
If a benefit dispute arises and you attend hearings or proceedings, remain civil and respectful — even if relations are strained. If the employee is still actively employed, walk over to greet them and their family. It signals that the dispute is “just business,” not personal.
Train your supervisors to separate personal feelings from any disputes that come up along the way.
Be ready for their questions
Injured employees will have questions about workers’ compensation and employee benefits. Be prepared to review your company’s policies and direct them to their claims representative for detailed benefits or claim questions. If the claim is denied or disputed, discuss other benefits they may be eligible for either separately or concurrently, including short-term disability, long-term disability, or paid or unpaid leave, such as FMLA.
Review policies on health insurance continuation. When you’re the one answering their questions, they’re less likely to seek outside sources prematurely.
Take work restrictions and retaliation concerns seriously
Staying in contact remains important even after the employee returns to work.
If the employee or coworkers raise concerns about return-to-work issues, respond promptly. Be alert to any perception of retaliation or discrimination — don’t ignore these concerns.
If supervisors or coworkers report that the employee is working outside their medical restrictions, address it immediately. Emphasize the need to work safely within restrictions. If the employee continues to disregard instructions, you may treat it as a performance or safety issue. While you cannot retaliate against an employee for having a work injury, you can enforce reasonable safety expectations.
If the employee complains that the supervisors or coworkers require the employee to work outside of restrictions, or retaliate when he or she declines to perform duties outside of restrictions, investigate those concerns. If the investigation suggests this is occurring, discipline or write up the supervisor or coworker if the behavior continues.
The bottom line
Work injuries can generate bad feelings or goodwill. Your care, concern, and attention throughout an injured worker’s recovery can prevent unnecessary conflict—and costly litigation.
For more information on what to do after an employee is injured, see these additional SFM resources:
This content is provided for general informational and educational purposes only and is not intended as legal advice for specific situations or as a legal basis for your employment practices. For guidance on particular circumstances, consult with qualified legal counsel.
Originally published in December 2018; updated in January 2026

