Back-on-the-Job Programs
are Good Business
The primary goal of the back-on-the-job program is to return an injured
worker to his or her pre-injury/illness job as soon as possible, by providing
safe, meaningful productive employment which the employee is medically able
to perform. While the economic benefits of a back- on-the-job program are
evident to many employers, finding the time and money to develop and maintain
an effective program is a daunting task. Too often, supervisors and managers
are expected to "find something" for the injured employee to do,
creating an uncomfortable situation for both the injured employee and the
supervisor.
Consensus Plan Leads to Commitment
To do it right, a back-on-the-job program must be solidly in place before
an injury occurs, becoming an integral part of a company's culture. It should
be a carefully written policy that reinforces the company's dedication to
its employees and back-on-the-job program, clearly establishing its expectations
of employees when injured. Having the program in writing helps ensure its
consistent application and serves as a valuable tool for supervisors, health
care providers and insurance carriers.
While management, lawyers, insurance carriers and occupational health professionals
are critical of the formulation of the plan, employees must play a key role
in order for the program to work. When employees help create and implement
the program, a feeling of ownership develops and they are more likely to
accept back-on-the- job efforts on their behalf and on behalf of their co-workers.
Identifying Transitional Work
The options for returning to work generally fall within three categories:
full duty, regular duty with modifications or alternate temporary work that
meets the injured worker's physical capabilities. It is the latter two situations
that often pose the most difficulty for employers and may require innovative
thinking and developing different perceptions of work responsibilities.
Having a back-on-the-job program does not obligate employers to create unnecessary
work - in fact, modified- duty jobs must be genuine to be effective. When
considering alternative assignments, think about jobs that are currently
outsourced, or jobs that you would like to have done but have not had the
time to do. Remember that many injuries will be short term and the injured
employee may only require three to four days of modified duty. The formal
policy will facilitate the development of an individualized program immediately
after the injury/illness has occurred. As demonstrated by the two case studies
included in this eBulletin, appropriate jobs can benefit both the employer
and the employee.
Research suggests that employees who are satisfied at work are less likely
to file workers compensation claims and if injured return to work quicker
than those who are dissatisfied. Back-on-the-job emphasizes the employer's
commitment to the employee and enhances the employee's sense of self-worth
and productivity. Once established, the program needs to be continuously
monitored, refined and communicated to employees by a designated professional
on staff. Although prevention is the best way to reduce overall injury/illness
costs, a Back-on-the-Job program is a proven way to manage the costs after
an injury/illness occurs. |