Discover the soft skills needed to build more effective ergonomics programs by prioritizing relationships, trust, and employee engagement.
Ergonomics programs are often built on a strong technical foundation. Certified ergonomists bring education, data collection tools, software platforms, and observational techniques to the workplace. They analyze job demands, assess risk factors, and recommend solutions designed to reduce discomfort and prevent injury. On paper, these programs are comprehensive and evidence-based.
Yet despite all of this expertise, many ergonomics programs fall short of their full potential.
Why?
Because they are missing a critical component: the human factor.
At its core, ergonomics is not about tools, equipment, or even data—it is about people. If employees are not engaged, not communicating, or not willing to adopt changes, even the most well-designed program can fail. Building a strong working relationship within the workplace is essential to achieving meaningful and lasting ergonomic improvements.
A certified ergonomist is trained to evaluate the physical demands of a job and identify risk factors, then uses those results to recommend solutions. They may deploy:
These are powerful tools for identifying ergonomic risks in the workplace, but they are missing one key input: accurate and honest feedback from employees.
If workers are hesitant to report discomfort, reluctant to share how tasks are actually performed, or unwilling to point out inefficiencies, the ergonomist is working with incomplete data. This creates gaps in understanding that can lead to missed ergonomic issues and ineffective or misaligned solutions.
For example, an employee might perform a task properly when an ergonomist is present, showing that they are doing as instructed, but when management is not around they go back to the way it was done before, whether out of instinct or reluctance to change. It is essential to develop trust that encourages adoption of risk prevention techniques.
Another common breakdown in ergonomics programs occurs after a solution has already been implemented.
Consider this scenario:
An ergonomist conducts a thorough assessment and recommends a new piece of equipment to reduce strain.
Management approves the purchase, the equipment is installed, and training is provided.
But weeks later, employees are not using it.
This is not uncommon. In fact, it is one of the most frustrating challenges in ergonomics. The issue is rarely the equipment itself—it is the lack of employee buy-in.
Employees may resist using new tools for several reasons:
In some cases, employees may even revert to old methods because they feel more efficient or comfortable, even if those methods increase injury risk.
This highlights a key truth: implementation is not the same as adoption. Without a strong relationship between ergonomists, employees, and leadership, even well-designed solutions can be ignored.
To understand why employees may not engage with ergonomics programs, it is important to consider the psychological barriers that exist in many workplaces.
Kevin Robertson, LMFT, CEAP and leader of behavioral health initiatives at Briotix Health, emphasizes that psychological barriers to workplace engagement often stem from a lack of trust. As he explains, "Trust is the cornerstone for developing environmental and psychological safety in the workplace. If employees trust that their safety and best interests are prioritized, they will be active participants in establishing and maintaining a safe work environment.“
Some employees worry that reporting discomfort or difficulty with tasks may make them appear incapable. They may fear being replaced or reassigned, especially in physically demanding roles.
If employees do not fully understand how ergonomics impacts their health, they may not see the value in participating. Without education, ergonomic changes can feel unnecessary or burdensome.
When leadership does not consistently reinforce ergonomic practices, employees receive mixed messages. If safety is emphasized one day and productivity the next, workers may prioritize speed over proper technique.
Even when training is provided, behaviors can revert without ongoing reinforcement. Employees need reminders, coaching, and feedback to sustain new habits.
Workplace culture plays a significant role in behavior. If experienced employees dismiss ergonomic practices, newer employees may follow their lead to fit in.
If expectations around ergonomic practices are not clearly defined, employees may not know what is required of them. Ambiguity leads to inconsistency.
These psychological barriers are often invisible in traditional assessments, but they have a powerful impact on program success.
In addition to psychological factors, practical challenges can also prevent ergonomics programs from succeeding.
A single training session is rarely enough to change behavior. Employees need hands-on experience, repetition, and opportunities to ask questions.
If equipment is introduced without proper planning, it may not integrate well into existing workflows. This can create frustration and resistance.
Even beneficial changes can be rejected if they slow down production or complicate tasks. Employees are more likely to adopt solutions that align with their daily routines.
Without ongoing support and evaluation, it is difficult to ensure that solutions are being used correctly and consistently.
These barriers highlight the importance of not just designing solutions, but implementing them in a way that works for the people who will use them.
To overcome these challenges, ergonomics programs must prioritize relationships. This means creating an environment where employees feel comfortable, respected, and involved in the process.
Employees are more likely to share honest feedback when they trust the ergonomist or safety team. This trust is built through consistent communication, active listening, and a non-judgmental approach.
Taking time to understand an employee’s job, challenges, and concerns shows that the goal is to support—not evaluate—them.
Workers need to feel safe speaking up without fear of reprisal. This includes reassurance that reporting discomfort will not negatively impact their job security.
Encouraging open dialogue and responding positively to feedback helps reinforce this safety. An anonymous reporting option can provide an avenue for employees to speak up even if the trust is still building and shows reporting is about solutions, not punishment.
Instead of presenting solutions as final decisions, involve employees in identifying problems and testing solutions. This increases ownership and improves adoption.
When employees feel heard, they are more likely to support change. If you can find an "influencer" employee that supports your initiative, you can work with them to make sure their peers are feeling supported and see the value of your programs.
Leadership plays a critical role in reinforcing employee adoption of good ergonomic practices. Consistent messaging from supervisors and managers helps align expectations and priorities.
Ergonomists should work closely with leadership to ensure that safety and productivity goals support each other—not compete.
Education should go beyond initial training. Ongoing coaching helps employees understand why changes matter and how to apply them effectively.
This can include:
Ergonomics is not a one-time effort. Implement regular follow-ups to allow for adjustments based on employee feedback and real-world use.
This demonstrates a commitment to continuous improvement and reinforces trust.
It is easy to measure ergonomic success through metrics like reduced injury rates, fewer claims, or improved productivity. The true foundation of any successful ergonomics program though, is the people it serves.
When employees feel heard, supported, and involved, they are more likely to engage with the program. When leadership reinforces expectations and prioritizes safety, adoption becomes part of the culture. When ergonomists build relationships instead of simply delivering recommendations, their impact grows significantly.
A technically sound ergonomics program is only half the equation. Without strong working relationships, even the best tools, data, and solutions can fall short.
By addressing psychological and practical barriers, building trust, and fostering collaboration between employees and leadership, organizations can unlock the full potential of their ergonomics programs.
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