There is a reason every school in America conducts fire drills. You might not need to know the quickest way out of a building at 10:05 on a normal Tuesday morning, but if the building is actually burning, that rudimentary information becomes critical.

In much the same way, timeliness and accuracy is of the essence in a workers’ comp claim. But a claim likely will not be filed with expediency or precision if the employee—and his or her colleagues—aren’t well-versed in both the employer’s and the carrier’s accident reporting policies.

Insurers should make sure that employers deploy a clear strategy for accident procedures, and employees must take the time know and understand those procedures, so that they can follow them without hesitation if an accident occurs. This includes knowing exactly whom to contact when an accident–or a developing injury–occurs. Employees should also know the time periods within which injuries should be reported, as well as precisely how and where to make these reports. Ideally, this information should be part of every employee’s onboarding process and reviewed in-depth at least once annually.

That said, the chain of supervision must be carried down to supervisors–ensuring they are properly trained to take action and help the injured employee get medical care from physicians within the company’s Preferred Provider Organization. Causes of the accident should be investigated and any pertinent information learned should be explained to the staff to prevent other employees from incurring a similar injury.

2. Inform treating doctors of alternative work availability and the return-to-work process.

According to the Bureau of Labor and Statistics, it takes about 46 days for a tractor-trailer truck driver to return to work after a shoulder injury and 71 days for a wrist injury. It takes the average laborer 30 days to get back to work following an abdominal injury.

Sometimes unbeknownst to the injured worker, with just a few modifications, he can get back to work in just a fraction of that time if light duty jobs are available.

However, if an employer has a modified or light duty program (and if one is not formally established, one should be accommodated), that option must be communicated to the treating physician. Otherwise, it may take a full 71 days for a driver to come back to work, when he could be back within 10 days performing physically undemanding clerical work.

Policies should be formally documented by employers, and employees should provide all treating doctors with policy forms. It’s also important for employers and employees to consider all possibilities regarding return-to-work options–even if the employee does not live close to the company’s headquarters, branch office or terminal. There are national programs that allow employees in such situations an alternative to standard modified duty, such as working at a non-profit organization.

3. Communicate with supervisors and claims adjusters.

The uninterrupted flow of communication is essential to an efficient workers’ comp claim – yet too often, that communication stops with the injured employee.

To efficiently manage the claims-adjustment process, claims managers and adjusters require a comprehensive overview of the injury and healing process, as well as all pertinent details. All questions and information should be volunteered thoroughly and honestly. If an injury worsens, and claims managers don’t know about it, it is far more difficult – and much more costly – to work with the employee and get him the medical treatment he needs (but might not want, as in the case of surgery) and get him back to work.

Stagnant communication between an injured worker and a supervisor can create a detrimental gap between needed work restrictions and physical labor. It can also chip away at the valuable rapport between an injured employee and his employer. When this happens, not only is the likelihood of a seamless return-to-work transition compromised, but the possibility of a lawsuit increases.

Ideally, insurers should require and oversee minimum timelines for check-ins–such as supervisors checking in once every two days–and the same with claims adjusters.

4. Provide all necessary paperwork–on time.

Similarly, adjusters and managers in the back office rely on the timely intake of workers’ comp and medical documents to mitigate the claim as efficiently and cost-effectively as possible. All too often, documents are lost en route, submitted with incomplete information or filled out inaccurately–which can compromise the integrity and timeliness of claims and benefits.

With proactive reporting training (which should be reviewed at least annually), all employees would know how to understand and properly fill out all injury, claims and work status documents.

5. Follow doctors’ orders.

People have a natural inclination to care for their bodies as they see fit. So, getting an injured employee to maximize healing by following doctors’ orders at all times can become a significant challenge. Physical exertion at work can be easily monitored and controlled, but committing fully to personal life adjustments can be harder, especially if the injury is relatively minor.

What a gift it would be to have all injured employees work heed doctors’ advice so that injuries are not worsened and employees remain on track to a swift recovery.

6. Prevent the injury from ever happening.

If safety protocols are always top-of-mind in the workplace, then injuries might never occur in the first place. Though accidents do happen through no fault of the injured employee, many can be thwarted with instruction in labor techniques and proper use of equipment.

Safety counseling should become a consistent and demonstrative two-way conversation–not just a set of mandatory online videos. If every employer and employee committed to needed training, the rate of injuries could significantly decrease. And, remember, an injury that never occurs is far and away best way to reduce workers’ comp expenses.

These wishes are not just for the benefit of the workers’ comp industry. Employees and employers would be also be better off, because fulfillment of these wishes will not only save money for insurance providers, they will also lower the workers’ comp premiums that employers must pay and keep employees healthy.

Corey Lile is the founder and CEO of OccuSure Workers’ Compensation Specialists, a Brentwood, Tenn.-based Managing General Agent specializing in lowering workers’ compensation claims. Learn more at www.occusure.com.