Most advisors read your reports. This one measures your jobs.
Nearly every workforce-risk engagement starts and ends with data you already have — the OSHA log, the loss runs, the claims report. Useful, and not enough. None of it tells you what a job actually demands of a body, which is why return-to-work conversations stall, why restricted workers sit at home, and why the same three jobs keep generating claims.
This engagement measures the work. Job by job: percent of shift overhead, forces, frequencies, grip, repetition — mapped to the restrictions clinicians actually write. That one artifact turns your transitional-duty program from a policy into a list of real jobs a restricted worker can do on Monday.
It is the difference between advice about your injury problem and a decision you can act on.
More than reporting. A management rhythm for workforce risk.
A fractional engagement provides structured support to help leadership review what is changing, decide what matters most, assign ownership, and sustain progress across workforce injury risk, claims processes, job demands, restrictions, and corrective actions.
What the rhythm looks like.
- Monthly executive KPI dashboard and risk narrative
- Monthly workforce-risk operating review
- Job Demands Cut Sheets — measured physical demands by job, with restriction mapping
- Transitional-duty job bank — built and maintained from the cut sheets
- Ongoing review of injury, claim, restriction, training, inspection, and corrective-action trends
- Corrective-action aging and escalation support
- Biweekly coordination with the internal program owner, as appropriate
- Leadership coaching and cross-functional alignment
- Quarterly executive strategy review
- Support for one priority improvement initiative at a time
- A defined monthly block of advisory hours, set in the scope
Clear edges.
Included
Ergonomics and injury-prevention program · measured job demands analysis · early-symptom intervention and conditioning program design · return-to-work and transitional duty · injury and claims trend analysis · occupational-health vendor selection and oversight · program metrics and executive reporting.
Not included — and referred to qualified specialists
Medical direction and clinical oversight · medical surveillance protocols and interpretation · industrial hygiene, exposure assessment and sampling · behavioral and mental-health programming · regulatory compliance determinations and citation defense · evaluation or treatment of individual workers · claims adjudication and case management.
This is advisory and program leadership. It is not medical care, and no clinician–patient relationship is created with your employees.
The seat most employers can’t justify.
$85,000–$115,000 a year
A full-time workforce-health or safety manager — closer to $9,000–$12,000 a month once benefits, overhead, and recruiting are counted.
Most employers between 200 and 1,500 people can’t justify that seat, so the work gets split across an HR director, a plant manager, and a safety coordinator who each own a piece of it after hours.
This is the alternative: the senior judgment, on a monthly rhythm, at a fraction of the seat.
Engagements are scoped to your size, your number of sites, and how much your team can carry.
- Twelve-month engagements
- Billed monthly
- Quarterly off-ramp
If it isn’t working at the end of any quarter, you’re not locked in for the year. Most engagements begin with the Workforce Health & Risk Diagnostic, which establishes the baseline this work is measured against.
This usually starts after one of these.
- Your experience mod went up at renewal, and nobody can say exactly why
- Your work comp renewal is 90–120 days out
- You're adding a line, a shift, or a building
- Recordables or DART are trending the wrong way
- Your safety or HR manager just left
- One department is producing most of your claims
- A large claim made injury prevention a board-level topic
Before you book.
Is this occupational health consulting?
Yes — occupational health and injury-prevention program leadership, delivered on a fractional basis. What it isn't is clinical care: medical direction and medical surveillance stay with your occupational medicine provider.
How is this different from an onsite athletic trainer or injury-prevention vendor?
Those vendors supply a person to do the work on your floor. This is the person who decides what the work should be, selects and manages those vendors, and reports to your leadership on whether it's paying off. The two work well together — the second makes the first worth buying.
Do we need the Diagnostic first?
It's the usual starting point and makes the first 90 days much faster, but each engagement stands on its own.
How much of your time do we get?
A defined monthly cadence — scorecard, operating review, program-owner coordination, quarterly executive review — plus an agreed block of advisory capacity. You're buying a standing role and a rhythm, not a block of hours to spend down.
What size employer is this for?
200–1,500 employees, in work with real physical demands — manufacturing, distribution, food processing, building products.
Scope
Practical advisory, connected to the right specialists.
TWHP provides workforce-risk strategy, operating-system design, KPI development, leadership coaching, and implementation support. When specialized services are needed, we collaborate with qualified legal, industrial-hygiene, environmental, engineering, and clinical providers.
Next Step
Build the right level of ongoing support.
Tell us about your sites, your internal capacity, and what you are trying to sustain. We will talk through what ongoing support could look like.
Discuss Fractional Advisory