Building strong rapport between case managers and injured employees is essential for mutual understanding, respect and success during the recovery process. However, building rapport is not always easy. To be seen as an authentic ally and trusted partner, injured employees must feel comfortable and willing to trust you as their case manager. In this article, we will explore eight effective strategies to help you build and maintain that crucial rapport.
- Understand their experience Start by taking a moment to understand what the injured employee is going through. Each injured employee has experienced a life-altering event, changing how they live, work and see the world. They may be feeling unfamiliar emotions such as fear, depression, suspicion, suffering, anger, financial stress and anxiety. Being attuned to these feelings is crucial to building rapport.
- Explain your role and purpose When meeting with an injured employee, introduce yourself and your role. Explain the purpose of the conversation and why certain questions are necessary, especially personal ones. If you notice resistance, address it with transparency by explaining how you can help and why you are asking specific questions. This openness fosters trust and positions you as an ally, not an adversary.
- Be courteous Courtesy often comes naturally, but it can be easy to forget the basics, especially when stressed or in a rush. Simple gestures like “please” and “thank you” or asking permission to use their first name can help build a meaningful relationship. Switching from “Can I help you?” to “How may I help you?” shows respect and courtesy, making people feel more comfortable and valued. Timely responses to phone calls and emails are also essential to being courteous. Delays over 24 hours can cause stress and anxiety, which is counterproductive in recovery. Using empathetic and clear language without jargon or acronyms can help show respect and equality.
- Speak slower It’s important to be mindful of how fast you talk with an injured employee. When meeting with an injured employee for the first time, start slower than usual to convey thoughtfulness and ensure clarity, especially in phone calls or online meetings. Then, adjust your pace to match the other person as needed. Lowering your volume and speaking slower can also help de-escalate agitation. A helpful technique is to speak at 75% of the other person’s volume and speed. People tend to mirror each other, so this technique helps calm the conversation, leading to better communication and mutual progress.
- Ask open-ended questions Active listening is another key component of building rapport. Ask open-ended questions to allow the injured employee to carry the conversation. The goal is to speak less than the person you are engaging with. Close-ended questions like “Where do you live?” or “How old are you?” yield simple answers and may end the conversation. Instead, use open-ended requests like “Tell me more about that” or “What was that like?” so they can share their experiences and perspectives. This shows genuine interest in understanding them, not just gathering facts.
- Listen actively Active listening isn’t just about understanding and processing what’s being said; it’s also about noticing what’s not being said. Pay attention to silences, pauses and evaded questions. In phone calls or online meetings, be aware of background noises, as they can provide insights into someone’s environment and serve as conversation starters.
- Act with empathy While empathy levels may vary, it’s a skill that can be strengthened. Show empathy when building rapport, whether fully authentic or to encourage openness. Focus on what the other person is saying and provide feedback through nodding, maintaining eye contact or using affirmative vocal cues. This helps the employee feel heard and allows you to understand their experience better.
- Give and receive When you give something to someone, it’s natural for them to reciprocate. In this context, it could be details about their circumstances, recovery or current experiences. To encourage this exchange, give something first, such as praise. Praising someone and showing support builds trust. Giving impressions such as your thoughts on their recovery can lead to asking open-ended questions like, “”What has been the most challenging part of your recovery so far?” or “How are you feeling about returning to work in three or four weeks?” Additionally, giving or finding answers for an injured employee lets them know you hear them, value their concerns and are committed to helping.
- Manage expectations Clearly communicate the next steps at the end of every meeting and conversation. When scheduling any follow-up meetings, be specific about the details. If an event will occur between meetings, ensure its details are also clear. Before saying goodbye, discuss realistic and honest goals to manage everyone’s expectations, leaving no concerns or unanswered questions.
Building strong rapport facilitates easy de-escalation, fosters cooperation and encourages injured employees to take an active role in their recovery. Even in the presence of barriers or psychosocial issues, rapport creates a comfortable environment where injured employees feel safe talking about personal problems. By nurturing these strong relationships, case managers can help injured employees feel valued, motivated and empowered to succeed. Ultimately, the trust and connection established through these eight tips help to pave the way for a smoother recovery process and return to work.