Elements of a return-to-work program
Your company should develop a written return-to-work policy and procedures so that everyone understands what is expected. A return-to-work policy states your commitment to returning employees to work. Return-to-work procedures spell out each person’s responsibility in the process, including the return-to-work administrator, supervisors/managers and the employees.
Communication is key to a successful return-to-work program. After an injury has occurred and the injured employee has received medical care, management should call or visit the injured worker within 24 hours. Communication helps reassure the employee that the company is sincerely concerned about his/her well-being. Inform the employee of his/her rights and responsibilities as an injured worker, answer any questions or concerns the employee may have and, when appropriate, explain the return-to-work process. Maintain frequent contact with the employee throughout the term of the injury or illness.
It’s also important for you to discuss your return-to-work program with the medical provider. Unless you discuss restricted-duty options, the physician may assume there’s no alternative available. When restricted duty isn’t an option, statistics prove it often results in an extended period of doctor-approved disability. Provide the physician with the injured employee’s written job description, which should detail the physical demands of the employee’s regular job. Include a letter that notifies the physician of the availability of restricted duty assignments and indicate that your company can assist in the employee’s recovery.
Learn more about how to set up your own program when you download our "Sample return-to-work program" (PDF).
Modified duty for injured employees
Modified duty allows an injured employee to return or remain at work, performing physically appropriate duties. Job modifications are developed and implemented based on the injured employee’s written temporary work restrictions provided by the authorized treatment provider. For the employer, this means:
- Comparing the employee’s written temporary work restrictions to the job requirements
- Deciding to what extent the job can be modified
- Identifying other modified-duty opportunities on a limited or full-time basis, using a list of light duty tasks developed in advance and ready for use
Other considerations for the development of job modifications include:
- Taking a positive approach and focusing on what employees can do, rather than tasks they can’t perform
- Assigning meaningful duties, allowing injured employees to maintain their dignity
- Revising current job descriptions to include only necessary tasks
- Assigning tasks that may have been put off because nobody had time to do them — tasks that are not currently being performed, or jobs that are being done only occasionally, such as inventorying supplies, reviewing old files, organizing the library, or updating plans
- Temporarily reassigning tasks to free up other employees
- Ensuring that employees and their co-workers fully understand that this is temporary work, and that injured employees will be expected to return to their full jobs as soon as medically able
- Reviewing the assignment regularly with the injured employee and their supervisor/manager, to ensure the temporary job is appropriate and address any concerns
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Conclusion
It is important to support and communicate with employees performing modified jobs, so they feel empowered to perform the role safely within their written temporary work restrictions. As an employer, you must make injured workers aware of what modified duties include and that they are expected to return to their full jobs as soon as they’re medically able. Modified duty, which should be documented in a written letter that is signed by the employee and employer, is offered on a temporary basis so the return-to work program should clearly outline the length of any light duty work that can be offered to an injured employee.
