RETURN TO WORK PROGRAMS
Reprinted with Permission by The Chubb Corporation ©
What is a Return to Work Program?
A Return to Work (RTW) program is an important
component in a Workers' Compensation Management
Program, second only to an Accident Prevention
Program. Once an injury has occurred, the goal of a
RTW 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:
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.
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.
What are the 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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