JAN is a service of the U.S. Department of Labor’s Office of Disability Employment Policy.
Return-to-Work: A Business Imperative
Mary Harris, M.S., C.R.C., CEO and Founder Ability Advisors Inc., U.S. Lead on Return
to Work Matters.com
Elizabeth Simpson, M.S., C.R.C., JAN Senior Consultant
Return to Work management is moving from a passive approach to a more proactive style of early interventionand case management.
Research suggests the next major improvement will come from empowering the employee and empowering management.
Introduction
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A simple, direct and proactive approach to disability management that combines medical knowledge and practical workplace know-how
Return To Work Programs - Defined
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Coordination and service delivery to:
Employees who are experiencing lost time due to illness or injury
Employers and management, who have decreased work productivity from employees experiencing lost time due to illness or injury
RTW Programs Defined, continued…
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Team Approach
Early Intervention
Strategic Advantages
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Benefits Collectively developed policy, procedure
and documents
More effective support for employees
Accountability for managing lost time and job retention
Team Approach
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Frees up management to focus on strategic improvements
A more streamlined approach for dealing with the occasional person who does not comply with the spirit of return to work
Team Approach Benefits, continued
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Communication RTW Coordinator Employee Supervisor Medical provider
Gathering information Job analysis Work station/ergonomic evaluation Identification of alternative work duties
Early Intervention – Ways & Means
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Earlier return to work
Less time on short-term benefits
Fewer extensions into the long-term disability stage
Early Intervention – Benefits
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How a RTW Program Works
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Obtain Commitment Senior leaders and management Employees and employee representatives
Identify the Issues Costs Reoccurring injuries Production and/or customer service concerns
Setting up a RTW Program
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Plan and implementation Strategic and business Action
Review, Monitor and Review Action plan is shared with management and
employees, including dates for plan review Plan is checked periodically to ensure that agreed
upon actions are being taken RTW Program plan is revised if needed
The RTW Program, continued
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Key Players RTW Coordinator Employee Supervisor
Prospective Players Co-workers Unions Claims representatives
The RTW Participants
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Who They Are:
Human Resources
Supervisor or Manager
Health Safety Technician
On site Case Manager
The RTW Coordinator
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Day-to-Day Operational Support Coordinate those involved in the RTW
Case Management
Assist in developing RTW Plan
Strategic Coordinate and implement staff trainings
Workplace reporting
Development of system to identify a bank of modified duties
The RTW Coordinator’s Role
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Be an active participant in their return to work and rehabilitation Contribute to the plan
Keep in touch with the workplace
Report difficulties early
Medical Compliance Treatment
Restrictions
The Employee’s Role
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Support the RTW efforts Coordinate completion of the required reports and
forms
Identify appropriate work duties
Support the employee in addressing concerns
Address ergonomic and health and safety issues
Inform the RTW Coordinator of any problems
The Supervisor’s Role
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Cooperate with the RTW process
Report problems early
Assist supervisor by streamlining workflow
Support employee returning to work by offering assistance, support and ongoing communication
The Co-Workers Role
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Provide support and commitment to the RTW Process Help to identify appropriate work duties
Foster co-worker support
Assist employees in early reporting of difficulties or concerns about the RTW Process
Provide feedback to the RTW Coordinator
The Union’s Role
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Establishing Rapport Ensure the employee’s wellbeing
Respectful communication Demonstrate goodwill Follow-up Ask for their input Assist with administrative needs
and required forms
The RTW Plan – Key Elements
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Assessment Work restrictions Job duties Non-medical mitigating factors Who needs to be involved
Setting up the RTW Conditions The Goal Key Players
Key Elements, continued
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Plan review Weekly with employee and supervisor Monthly with other key players to discuss progress
and any outstanding concerns
Further services Employee Employer
Key Elements, continued…
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Why a RTW Program
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Costs Direct
Increased insurance premiums Safety violations Legal fees Hiring costs Reduced productivity
Indirect Demoralization of staff Decreased customer satisfaction The companies image and reputation
Why RTW Programs - Employer
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2-3 times the risk of poor general health
2-3 times the risk of mental illness
20% increase in the death rate
Why RTW Programs - Employees
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Social issues Increased substance abuse Family discord Legal issues
Tax dollars Social Security Social services
Why RTW Programs - Communities
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Overview – RTW Programs
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Respectful workplace culture
Communication
Team approach
Early intervention
Creativity
Commitment
Best Practices
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Research Retain employees NO or low cost Accommodations effective
The study results consistently showed that the benefits employers receive from making workplace accommodations far outweigh the low cost.
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Return to Work
ExampleAn administrative assistant on workers'
compensation leave had carpal tunnel syndrome, was released to return to work, but could only type 4 hours a day. The employee's job was mainly data entry.
Return to Work
ACCOMMODATION:
The employee’s hours were changed to half
days.
COST: $0
BENEFIT: Returned an employee to productive employment.
Return to Work
ExampleAn employee worked at an airport as a line
service technician. He was required to lift and carry a fuel hose and tow bar. Following a shoulder injury he was unable to use his right arm and the employer was concerned because generally, employees would use both arms to carry these heavy items.
Return to Work
ACCOMMODATION:
The employee was able to use his right arm for tasks that were within his restrictions and demonstrated that he could carry the fuel line and tow bar using only his left arm.
COST: $300
BENEFIT: Able to keep a great employee who was great at his job.
Return to Work
Example
An airline employee with breast cancer returned to work but started experiencing problems related to lymphedema. She had to rotate to various workstations and use a computer at each station.
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Return to Work
ACCOMMODATION:
Because she did not stay at one workstation, her employer brought in someone to train about proper ergonomics so the employee (and others) could work comfortably. Each workstation was equipped with adjustable keyboard and mouse tray, monitor riser, and telephone holder.
COST: $800
BENEFIT: Retained a long-term employee and improved the comfort of many employees.
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Return to Work
Example
An employee was out of work for back surgery. Complications during surgery resulted in the employee having difficulty speaking and loss of functioning in his right hand. The employee needed to sit at a desk, keyboard, and communicate in the field.
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Return to Work
ACCOMMODATION:
The employer purchased a posture-right keyboard holder, voice amplifier, speech recognition software, and a chair.
COST: $5,000
BENEFIT: Employer was in compliance with the ADA and both the employee and manager were happy.
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Return to Work
Example
A long-term city employee had diabetes and had to use a wheelchair due to foot ulcers. She was having difficulty accessing her workstation.
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Return to Work
ACCOMMODATION: Her employer opened up her work area and made it more accessible, lowered the files she needed to use, and located a refrigerator closer to her
workstation.
COST: $100BENEFIT: Retained a good employee and sent a message to other employees that the employer treats employees well.
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Return to Work
Example
A manager of food service workers within the federal government had a stroke. He was released to return to work but had difficulty moving around and tolerating stress.
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Return to Work
ACCOMMODATION:
The employer modified the employees work schedule, reassigned marginal tasks to reduce the employees stress, and worked with the supervisor to modify supervisory methods.
COST: $0
BENEFIT: The employer was able to retain a qualified employee
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Return to Work
Questions? Thoughts?
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