Return to work safely

In Canada, 8 per cent to 12 per cent of the workforce is off work because of injury at any given time.

In manufacturing, where the demand for skilled workers is high, managers and supervisors may feel pressure to get injured employees back to work as soon as possible. Workers may also feel pressure to rush back to work before recovering fully to support their colleagues or to neutralize any perceived risk to their employment.

Having a program in place to give workers the support they need to return to work safely is essential. The return-to-work plan–an individualized, written action plan outlining the steps to keep workers employed and working toward a safe return–should focus on their current functional abilities and not on the injury or illness.

Elements of a Return-to-Work Program

Your program should include a clear policy statement specifying its scope, principles, and intent. The program also should outline expectations for communication and participation throughout the process and include any requirements under workers’ compensation legislation for return to work. It should be developed by a committee representing labour, management, and union members (if applicable) from all areas of the organization.

Ensure the program outlines the responsibilities of everyone involved in the return-to-work process and that it treats all injured workers in a fair and consistent manner.

The program should focus on rehabilitation and returning employees to their pre-injury positions, or ones that are comparable in function and income. While every effort should be made to return workers to their pre-injury position, some workers never fully recover from their injuries and will need to be transferred to a new role, which could involve a shift in responsibilities requiring additional education and training. Make sure the program describes how workers may be accommodated, with clear transition steps.

Employees returning to work after an injury or illness may have concerns about stigma, judgement, and what their colleagues think or assume happened. The return-to-work plan should outline what information will be communicated and shared.

All staff need to understand the program and know how to access the information. The policy and program highlights may be shared during the health and safety or human resources orientation for new employees. The program should be reviewed regularly for legislative changes and for any opportunities for improvement that come up during the return-to-work process.

Early Intervention Is Key

Safety should always be the first consideration, as returning to work too soon can increase the risk of re-injury. But the longer employees are away from work, the less likely they are to return to their job.

Feeling an ongoing connection to the workplace through recovery is important. Contact the injured worker as early as possible to discuss next steps. Be considerate of the financial and psychosocial impacts the employee may be experiencing or anxious about, such as a possible reduction in income or delay in payments, rehabilitation and getting to and from appointments, life and family disruption, and strained or changing relationships with co-workers.

Show your concern, be understanding, and reassure the employee that you will be working together on the return-to-work plan.

Preparing for a Return to Work

Return-to-work plans are highly individual. Every step may not go as planned, so be flexible and allow for revisions as necessary.

Focus on safe, meaningful, and productive duties while balancing the needs of both the workplace and the injured individual. It is a good practice to review and identify meaningful tasks or jobs at your workplace and assess any modifications or accommodations that may be suitable.

With input from the worker’s health care professional, develop accommodations that align with the organization’s needs and the current functional abilities and limitations of the worker. The physical and mental demands of the tasks and jobs can be shared with the health care professional to ensure they are a good match for the worker’s current abilities.

Document the offer of suitable work, listing details of the duties or tasks that are available for the worker. If the employee is unable to perform their usual tasks, identify any appropriate modified tasks. You have a responsibility to accommodate to the point of undue hardship, and the employee must accept an offer of reasonable accommodation.

Any support that will be provided or available to them should also be documented. Include milestone dates, times, tasks, and expectations, and involve the injured worker throughout the planning process.

Welcoming Workers Back

Let the team know that the employee will be returning so that any retraining can be planned and, just as importantly, they can be welcomed back. Do not tolerate gossip and other uncivil behaviours that can lead to stigma and an unsupportive environment.

When employees return to duty following their time off work, go over any changes to procedures, the department, or the organization. Check in frequently to see how they are doing, and if any further modifications or accommodations are needed. Review their individual plan within the first two weeks to make sure that progress is being made and that a gradual increase to full duties can be achieved. Regular contact and an emphasis on workers’ safe return demonstrates that your organization cares and prioritizes the well-being of the employee.

Treating all workers with civility and respect and including them early in the return-to-work process will help ensure all workers have the support they need for a healthy and safe return to work.

This article was supplied by the Canadian Centre for Occupational Health and Safety (CCOHS), 135 Hunter St. East, Hamilton, Ont. L8N 1M5, 800-668-4284, www.ccohs.ca.