Return to Work Programs
Once an injury has occurred, the goal of a Return
to Work program should be to return the injured employee to work as
quickly as possible. To accomplish that, the employee's job may have
to be reevaluated considering the following two alternatives:
1. Modified Work: The employee returns to his original job, but some
restrictions are placed on the job by the treating physician. Restrictions
may include reducing the amount of work time, and/or restricting certain
activities such as bending or lifting. Modified Work is also referred
to as Light Duty.
2. Temporary Alternate Work: The employee returns to work, but because
the original job cannot be modified to conform with the physician's restrictions,
he or she performs another job that accommodates the injured employee's
abilities.
Benefits of a RTW Program
A RTW program is beneficial to both management and employees. Such a
program:
- Allows an injured employee to continue to be productive and to contribute
to the company.
- Maintains communications between injured employees and management.
- Reinforces the company's interest and concern for an injured employee.
- Improves communications between company, the employee and the treating
physician.
- Discourages malingering.
- Reduces the disability associated with an injury and its related costs.
Another benefit of developing a RTW
program is that it helps a company comply with the Americans with
Disabilities Act. By following the steps listed below, specifically those
in Job Descriptions, the essential components of each job will be identified
and classified. This will help management identify jobs which potential
employees with disabilities may be able to perform.
Steps to a Successful RTW Program
Top Management Support and Commitment
In order for a RTW program to be successful, it is imperative that management
make a firm commitment to "drive home" the need of the program
and its benefits to all employees. Once the program has been developed,
management should develop a strategy for communicating its enthusiasm
for the program throughout the company.
Job Descriptions
A written description should be developed for all present jobs as well
as potential alternate jobs. The description should include a listing
of the job's essential functions, the location where it is performed,
length of shift, etc. Job functions such as lifting, carrying, bending,
walking, standing, and other repetitive motions should be classified according
to severity and recurrence.
Policies and Procedures
Top management should develop policies and procedures by which RTW programs
will operate. A variety of issues must be addressed, including: Who administers
the program, and how is that administrator selected? When can the program
be used, and by whom? What sort of forms (job demands, doctor's release
to work, standard letters) should be developed? How long should Temporary
Alternate Work last? How long should Modified Work last?
Communication and Training
Once the program is developed, top management must develop a strategy
for communicating with employees about the importance of the program and
their role in it. This communication may take the form of training for
management and supervisors, and group discussions or seminars with employees.
Top management may also want to meet with treating physicians or other
medical personnel to get their input and involvement.
Follow Up and Evaluation
Top management should establish a timetable for periodic follow-up and
evaluation of the program. This will ensure the program's continued use,
identify any incorrect procedures, and reveal concerns that may not have
been addressed in the original program.
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