Imagine you’re at the beach, filling up a bucket with water. You run to the ocean, scoop up a bucketful, and excitedly run back to your sandcastle, only to find that the bucket never fills up. There are holes in the bucket, and all your effort is wasted. The same is true for many RTW programs. Companies exert considerable energy, but unseen issues prevent them from reaching their desired outcomes. These hidden challenges, much like a brake rubbing against a bicycle tire, slow progress and frustrate everyone involved. Let’s dive into some of these common obstacles.
This post is one in a 3-part series:
Common Flaws in Policies
Many companies unknowingly implement policies that inadvertently sabotage their return-to-work efforts. These flawed policies often prevent employees from returning promptly, which can lead to increased costs and decreased morale. Let’s explore some of these common flaws:
- All-or-Nothing Policies:
- Injured workers are only allowed to return if they are deemed fully fit (100%).
- Prevents workers from contributing in a modified or light-duty capacity.
- Ignores the value of gradual reintegration, which can benefit both productivity and employee well-being.
- Rigid Job Roles:
- Specific tasks are assigned to each employee with little room for adjustments.
- Creates challenges for employees who may not be able to perform their full duties immediately but could contribute in other capacities.
- Solution: Rethink job roles to allow for flexibility, accommodate temporary restrictions, and foster a supportive environment.
No Accountability
A lack of accountability within return-to-work programs can significantly hinder an employee’s progress. Without clear guidelines, the transition back to work may be unnecessarily delayed, resulting in increased costs for the company. Here are some key accountability issues to consider:
- Open-Ended Job Returns:
- Employees are allowed to return to work without specific timelines for transitioning back to full responsibilities.
- Creates uncertainty and prolongs the recovery process.
- Clear Transitional Duty Timelines:
- Modified work should have specific time limits, ideally 90 to 120 days.
- Ensures both employees and supervisors understand expectations.
- Helps keep recovery on track and demonstrates that employee return is a priority.
Life is Better at Home
In some cases, return-to-work programs can inadvertently make staying at home more attractive than returning to work. This can create a disincentive for employees to come back, particularly when certain policies provide more comfort and financial stability at home. Let’s look at how this issue manifests and how to address it:
- Wage Continuation Policies:
- Full salary or benefits exceeding pre-injury earnings can disincentivize returning to work.
- Employees may find staying home more attractive if it is financially advantageous and less demanding.
- Human Nature and Comfort:
- People naturally opt for comfort and security, which can lead to prolonged absences.
- Solution: Design RTW programs that provide support while encouraging employees to reintegrate. This could include gradually reducing wage continuation or offering incentives for active participation in the RTW process.
Patching the Holes: Moving Forward
To improve your return-to-work program, it is crucial to identify and address the areas where obstacles exist. By making targeted changes, you can create a more efficient process that supports both the organization and the employees. Here are some strategies to help move forward:
- Structured Return-to-Work Plans:
- Move away from all-or-nothing policies.
- Create flexible job roles that accommodate employees’ current abilities.
- Set Clear Timelines and Accountability:
- Define specific timeframes for reassessment and updates to duties.
- Show the injured employee that their return is a priority.
- Financial Considerations:
- Structure wage continuation in a way that avoids incentivizing prolonged absences.
- Align the interests of both employer and employee to make return-to-work a mutually beneficial outcome.
Conclusion
An effective return-to-work program is much like ensuring that the bucket you’re using at the beach is watertight. You don’t want to put in all that effort only to lose momentum due to preventable leaks. Similarly, you wouldn’t want to ride a bike with the brake constantly rubbing against the tire—it creates unnecessary resistance, making progress difficult and exhausting. By addressing common flaws in policies, ensuring accountability, and finding the right balance between support and motivation, you can create a program that benefits both the employee and the organization.
The goal should always be to design a system that allows employees to return as quickly and safely as possible, contributing to the team and regaining their sense of purpose. By making small tweaks—patching the holes in your RTW bucket or adjusting the brakes on your bike—you can significantly improve outcomes and see greater success in your workers’ comp management program.
Contact: mstack@reduceyourworkerscomp.com.
Workers’ Comp Roundup Blog: http://blog.reduceyourworkerscomp.com/
Injury Management Results (IMR) Software: https://imrsoftware.com/
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