On the other hand, proper ergonomics design and intervention can improve employee well-being in several ways. Research has shown that proper ergonomics can reduce the number of MSDs by 51 to 63 percent, lower the incidence rate by 45 to 69 percent, and decrease workers’ compensation costs by 60 to 74 percent. Other studies have shown positive outcomes such as 65 to 79 percent reduction in lost workdays; 23 to 49 percent reduction in employee turnover; 35 percent decrease in first-aid cases; and 50 percent decrease in modified-duty cases. A 2014 study found that systematic ergonomic hazard identification and control implementation reduced injury risk by seven percent. Traditionally, dependent stakeholders such as those in safety and human resources departments appreciate the value of ergonomics. They understand that it improves employee well-being. However, dominant stakeholders— including plant leadership; quality, operations, and manufacturing heads; boards of directors; and investors—tend to have limited awareness or understanding of the value of ergonomics. Dominant stakeholders often overlook and underappreciate that ergonomics can improve business performance by enhancing product quality, increasing manufacturing performance, and improving employee engagement. It can even result in better stock performance and corporate social responsibility. It’s important to “speak the same language” as management. Using their language, OEHS professionals must communicate the value of ergonomics. One business performance enhancement that results from proper ergonomics design and intervention is efficient return on investment. Studies have shown that ergonomics interventions are associated with a cost-to-benefit ratio of 1:2.8 to 1:5.5 and an average payback period of 2.25 months. Companies that invest in a good ergonomics program will also benefit from higher product quality and reduced rates of product defects. For example, jobs and tasks with higher MSD risks have three times the number of quality errors and 6.5 times as many quality failures as those associated with lower MSD risk, and it costs 7.9 times as much to correct these errors. Proper ergonomics means less time spent correcting defects and lower costs to correct errors that do occur. Further research has found that proper ergonomics contributes to better manufacturing performance; manufacturing task times are reduced and facility productivity can be improved by 20 to 30 percent. Proper ergonomics design and intervention can also improve employee engagement. The ergonomic condition of a workplace reflects the dominant stakeholders’ respect for employees. To engage employees, business leaders must connect with them—preferably one-on-one—to establish a foundation of trust and respect. A workplace designed to meet workers’ needs demonstrates the employer’s commitment and encourages employees to be fully engaged. A recent study published by my company found that larger and global corporations perceive employee engagement to be the biggest value resulting from formalized ergonomics initiatives. Companies that invest in good ergonomics tend to better manage human capital, which includes the skills, knowledge, and abilities employees bring to their work (viewed in terms of their value or cost to the company). Management of occupational health and safety, including ergonomics, is part of human capital. Senior management teams and financial investors understand that investing in human capital improves financial performance. Companies can invest in human capital by providing ergonomics training to all employees, deploying a management system for ergonomics, measuring the system’s effectiveness, and publishing lost-time injuries. It’s also proven that companies that invest and build a culture of safety by focusing on employee well-being and workplace improvement yield greater value for their investors. On average, these companies outperform the general stock market by five percent annually. Data from the S&P Global Market Intelligence Group shows that proper human capital management and safety management can also have a positive impact on corporate credit ratings. A change in corporate credit rating (either positive or negative) has a significant impact on business performance and can alter stock price positively or negatively by 10 to 20 percent.

Business leaders who truly understand the value that ergonomics brings to employees, business operations, the community, and clients are active in and committed to the process. This is the secret to implementing and sustaining an ergonomics process. This “secret” doesn’t apply to one industry. The automotive, food and beverage, and pharmaceutical industries, for example, are all operated by human beings who need to see and understand the impacts of ergonomics.  As with any improvement process or program, ergonomics must demonstrate tangible benefits for an organization to value and sustain it. The two primary values of ergonomics are improved employee well-being and improved business performance. Companies that focus on improving only one of these outcomes overlook and underexploit the value of ergonomics. When ergonomics is done right, companies can benefit from both outcomes.    Send feedback to The Synergist.