Return-to-Work: A Business Imperative

1. 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

2. Introduction • Return to Work management is moving from a passive approach to a more proactive style of early interventionandcase management. • Research suggests the next major improvement will come from empowering the employee andempowering management.

3. Return To Work Programs - Defined • Asimple, direct and proactive approach to disability management that combines medical knowledge and practical workplace know-how

4. RTW Programs Defined, continued… • 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

5. Strategic Advantages • Team Approach • Early Intervention

6. Team Approach • Benefits • Collectively developed policy, procedure and documents • More effective support for employees • Accountability for managing lost time and job retention

7. Team Approach Benefits, continued • 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

8. Early Intervention – Ways & Means • Communication • RTW Coordinator • Employee • Supervisor • Medical provider • Gathering information • Job analysis • Work station/ergonomic evaluation • Identification of alternative work duties

9. Early Intervention – Benefits • Earlier return to work • Less time on short-term benefits • Fewer extensions into the long-term disability stage  

10. How a RTW Program Works

11. Setting up a RTW Program • Obtain Commitment • Senior leaders and management • Employees and employee representatives • Identify the Issues • Costs • Reoccurring injuries • Production and/or customer service concerns

12. The RTW Program, continued • 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

13. The RTW Participants • Key Players • RTW Coordinator • Employee • Supervisor • Prospective Players • Co-workers • Unions • Claims representatives

14. The RTW Coordinator • Who They Are: • Human Resources • Supervisor or Manager • Health Safety Technician • On site Case Manager

15. The RTW Coordinator’s Role • 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

16. The Employee’s Role • 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

17. The Supervisor’s Role • 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

18. The Co-Workers Role • 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

19. The Union’s Role • 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

20. The RTW Plan – Key Elements • Establishing Rapport • Ensure the employee’s wellbeing • Respectful communication • Demonstrate goodwill • Follow-up • Ask for their input • Assist with administrative needsand required forms

21. Key Elements, continued • Assessment • Work restrictions • Job duties • Non-medical mitigating factors • Who needs to be involved • Setting up the RTW Conditions • The Goal • Key Players

22. Key Elements, continued… • Plan review • Weekly with employee and supervisor • Monthly with other key players to discuss progress and any outstanding concerns • Further services • Employee • Employer

23. Why a RTW Program

24. Why RTW Programs - Employer • 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

25. Why RTW Programs - Employees • 2-3 times the risk of poor general health • 2-3 times the risk of mental illness • 20% increase in the death rate

26. Why RTW Programs - Communities • Social issues • Increased substance abuse • Family discord • Legal issues • Tax dollars • Social Security • Social services

27. Overview – RTW Programs

28. Best Practices • Respectful workplace culture • Communication • Team approach • Early intervention • Creativity • Commitment

29. Return to Work • 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.

30. Return to Work • Example • An 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.

31. Return to Work • ACCOMMODATION: • The employee’s hours were changed to half • days. • COST: $0 • BENEFIT: Returned an employee to productive employment.

32. Return to Work • Example • An 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.

33. 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.

34. 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.

35. 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.

36. 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.

37. 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.

38. 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.

39. 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: $100 BENEFIT: Retained a good employee and sent a message to other employees that the employer treats employees well.

40. 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.

41. 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

42. Questions? Thoughts?