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.
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.
