"Everyone enjoys doing the kind of work for which they are best suited." -Napoleon Hill (1883-1970)
You know that the employees you hire should be physically capable of performing their work.
Every HR Professional, Employer and Manager wants to avoid the expense and emotional cost of unnecessary accidents and injuries. You want to make sure that the people you hire are the best fit for the job available and that they will be both productive and safe. You want to be sure that they can perform all the key tasks of their role.
Although accidents can result in injuries even to the most able of employees, often injuries occur because the employee is just unable to perform the work. In certain cases it can even surprise new employees what the physical demands are in their new role.
Selecting the Right Individuals
One of the best initial ways to reduce costs from injuries is to select people who are physically qualified to perform the duties.
This is where 'post offer screening' can be of huge benefit to employers. The ultimate goal of post offer screening is to protect the worker from needless harm and the employer from needless costs associated with that harm.
A back strain study indicated:
"the severity of back sprains or strains, related medical costs, and lost workdays were significantly lower with the use of pre-work functional screens on all new employees hired into physically laborious jobs." (Nassau, 1999).
What a Post-Offer Screening involves.
To ensure fairness in job selection, it is often necessary to use proper job analysis techniques such as 'Physical Demands Analyses'. These find the requirements of the job and define the relevant worker abilities.
Post offer screening is a valid and reliable tool for identifying an applicants' physical capabilities. These physical capabilities are then compared to the essential physical demands of the job.
The outcome of post offer screening is to decide if there is a match between the physical demands of the job and the applicant's capability.
Legally, you must apply these tests consistently to all applicants and must offer applicants the job before testing. This is on the condition that they meet its physical requirements.
Does it work?
Take the example of a large, multinational, industrial employer. This company undertook a long scale study to see if a post offer screening reduced the number of injuries and the resulting costs after hiring. They put in a place a process for gathering the data during the hiring process and tracked it for 4 years.
Their goal was to see if the results would be cost-effective enough to make post offer screening a company-wide initiative. They also wanted to track if it would reduce the number of accidents and associated suffering.
220 new hires participated in the study, 110 participated in post offer screening and 110 did not. There were no other differences in the hiring practices or in performing post hire work and no statistically significant difference in the age, gender, ethnicity or pre-existing disabilities of the participants.
The study compared the group of post offer screened employees to the group of employees who had not, then tracked all participants for post hire injuries and the resultant costs.
Of the screened group, 92 (83%) passed the post offer screen and 18 (16%) did not. The company only placed the individuals who passed the screen into the jobs offered. Those who did not meet the physical requirements of the job where told they could retest for alternate jobs and potentially become employed in a position suiting their functional capabilities. The control group was not screened, so all the employees got placed into the offered jobs.
What the Study Found.
The study revealed a substantial difference between the groups when it compared the number of injuries and the resulting post hire costs.
The group that had post offer screens and, therefore, known to have the physical capabilities to perform the jobs had only a 1% injury rate during the 4 years.
The group that did not have post offer screens experienced a 23% injury rate during the 4 years – a big difference. Additionally, the cost of injuries for the screened group was much less than those in the non-screened group.
What the Results Mean.
These findings are important to employers, employees, and occupational health professionals alike. What they show is that:
1) The results support developing post offer screening programs in industries with significant injury occurrence.
2) Employers and employees both have a vested interest in preventing occupational injuries and resulting disability.
3) Matching employees to suitable jobs is a primary function of occupational health professionals. It can help prove their worth to employers.
4) Employers can save substantial amounts of money in both direct and indirect costs by screening employees post offer and matching employees to work tasks they are capable of performing.
5) Post offer screening may result in job modification to physically challenging jobs to increase the pool of matched candidates.
What is in a Post Offer Screening.
A comprehensive post offer screen includes the following components :
It is important to measure all tasks that are essential to the job demands. Occupational testing can measure functional abilities in tasks such as:
After a candidate has completed the post offer screen, they receive a pass or fail. The organization needs to have specific policies and procedures on the next steps. If candidates fail, they could be capable of other jobs within the company and have the opportunity to do a post offer screen for those positions when they become available.
Post offer screening is to make sure the candidate has the physical capabilities to do the job they have applied for, not to exclude people from employment.
Ensuring an employee can carry out the duties of their role protects the employer against potential injury costs. It can also help to lower turnover rates.
Organizational Solutions Inc. can help if you would like more information on Post Offer Screening, Ergonomic Assessments or Physical and Cognitive Demands Analyses. First-hand experience in almost all industries mean our experienced staff know what varied jobs demand and can give excellent advice.
Our goal is to help Employers, Finance and HR Professionals. We use the unique process of our Care Management Programs to successfully reduce time away and the emotional and financial impact of injury and illness both within and outside of work. Our Disability Management and Workers' Compensation Specialists are highly experienced and exceptional talents in their fields. We match each team with the unique culture, industry and needs of our clients to deliver: "the RIGHT care, at the RIGHT time, for the RIGHT outcome ©."
They are the first point of contact for your employees and use their knowledge of the processes that work. This, combined with an objective, fair and friendly process, dramatically lower durations, boosts productivity and morale, and keeps all parties connected and in touch throughout the process. We measure and show all our results to show your key people just what a difference our services make.
For more information call or email our sales team to find out about any of our services. T:1-866-674-7656 | E: firstname.lastname@example.org,