Managing Employee Return to Work: Best Practices for Creating and Delivering Effective Plans

There are many reasons why an employee may take a leave of absence – disability, injury, mental health, pregnancy, family emergency, and more. The return to work process is different for every unique situation. Some people can return to work with ease, but many individuals may feel overwhelmed and will require guidance and support when making the transition back to work.

Implementing robust return-to-work programs demonstrates an organization’s commitment to valuing employee health and retaining their expertise. Ensuring a prompt return of injured or ill workers also helps employers remain efficient, retain a more cohesive, skilled workforce, and save on costs long term.

Benefits of Supporting Employee Return to Work

Statistics highlight a critical timeline: if an employee is off work for 20 days, there is a 70% of returning; at 45 days, there is a 50% chance of returning; and at more than 70 days off work, the chance of returning drops to 35%.¹ The longer an employee is of work, the more likely they are to have poorer physical and mental health, a loss of self-identity and self-worth, decreased social integration, increased medical care needs, and shorter lifespans.

Financially, the implications of work absences are substantial, including both direct and indirect costs. Direct costs, such as medical expenses, compensation, and insurance premiums, are most easily tabulated. Indirect costs, such as the time spent investigating incidents, retraining staff, covering overtime for replacement workers, and reduced quality of service and care for clients or customers, also significantly impact organizations.

Principles of Return to Work

There are several principles of the return to work process that must be considered and followed for a successful return to work. Here are a few key factors to keep in mind when initiating a return to work²:

• A safe and timely return to work is in the best interest of the worker and the organization.
• Early intervention is critical.
• Maintain a positive approach to disability.
• Have meaningful goal-oriented work that matches the employee’s capabilities.
• Provide appropriate compensation for work completed.
• Resolve crossing union jurisdictional boundaries before returning to work.
• The return to work plan must recognize the employee’s diminished capabilities and not compromise recovery.
• Ensure general workplace safety is not compromised.

Creating Individualized Return to Work Plans

Your individual return to work plan lays out the steps that need to be taken to return an employee to their job. It is normally developed jointly by the return to work program manager (who co-ordinates the process), the worker, the worker’s treating practitioner (through the provision of restrictions), the worker’s supervisor, and the union (if applicable). Supervisors from other areas, the medical department, or staff from the WSIB/insurer may assist in the process when the need arises.

Strong plans start slow and progress gradually to allow the employee time to adjust to the work environment. Plans should be flexible to employee needs with regular contact and evaluation of progress to ensure the employee is moving forward in the right direction.

Ensure a Job Match

Creating a plan for returning to work must start with developing a job match in the workplace. If the employee is still a match for their previous position, start the return to work plan with all stakeholders. In the case of the previous position no longer being a match, attempt to make it a match. This process involves conducting a functional assessment of the employee's capabilities in relation to job demands to determine if any accommodations can be made. Occupational Therapists evaluate the employee's physical and cognitive abilities, ensuring that the tasks assigned align with their current capabilities. This helps to prevent re-injury and promotes a smoother transition back to the workplace.

Determine if accommodations can be made, training can be provided, if job coaching is an option, or if the employee requires ongoing rehabilitation to return to the position. If alterations to the job are not optional, assist the employee with finding an alternative position within the workplace that better suits their skills and needs. Once a job match has occurred, a return to work plan can be created.

Components of a Return to Work Plan

A return to work plan should include the following:

• The goals of the plan. These goals set out milestones for the worker to achieve until they reach the final goal: a return to employment. Goals should include actual dates, times, and breaks.
• Actions required to achieve these goals. This includes the responsibilities of the worker, the supervisor, and any co-workers who will be assisting the worker. Expectations may include ordering equipment, providing regular communication and feedback, monitoring progress, etc.
• Time frames for achieving these goals so that there is a yardstick to measure the worker’s progress. It is important that the plan has a beginning and an end, as modified/graduated work is a means to achieve a return to full work duties and is not an end in itself.
• Meaningful and productive work activities – The employee and the department need to find suitable work that meets the abilities of the employee and the needs of the department. It is wise to start always with the employee’s own job and make slight changes to that job instead of moving to a new or “modified job.” Having meaningful duties and productivity expectations that contribute to the department’s bottom line will ensure that the program is focused on meeting both the employee’s and department’s needs.
• A clear definition of what is considered progress (e.g., the worker can work five hours a day by week three, or the worker can assume tasks by week five).
• Health care needs. If, for example, the worker is going to attend therapy during working hours, these visits must be coordinated with the requirements of the proposed work placement. Staff that will be impacted by these health care needs will also need to be advised (with the worker’s permission).
• Signatures by all parties confirming the agreed plan.

The Return to Work Meeting Agenda

The following outlines communication during a return to work meeting. Each employee has different needs that will require certain accommodations or communication. This is only a guideline for a return to work meeting agenda. It is important that the agenda is flexible to allow collaboration with the employee when developing the plan:

Welcome employee back to the company.

• Express the company’s commitment to have the employee back into the workplace

Discuss the employee’s needs and limitations.

• Review the information that has been provided from the health care provider with the employee (restrictions, return to work date)
• Ask the employee what they feel they will be able to do on return to work, what they will have most difficulty performing in the job, and how it can be changed so that they can do the tasks.
• Discuss the accommodation. Is the accommodation feasible for the department? If not, what other options exist? Adjust or agree to the accommodation.
• Who will do the tasks that the employee cannot?
• Who will order any equipment needed?
• What productivity expectations will there be for the employee?

Discuss support and communication.

• What should the employee do if concerns arise?
• Discuss the importance of communication during return to work.
• How is Organizational Health involved in the return to work program?
• When will you meet to review the return to work plan?
• What will be discussed with the coworkers and team? 

Set the return to work plan.

• How long will the plan be and how will it progress (i.e. when will the employee do the additional tasks)?
• Confirm the return to work date

Reaffirm commitment.

• Thank the employee for their involvement in the meeting and express your commitment to make the return to work plan successful.

How Can Gowan Consulting Help?

The return to work process is not always easy, but we believe it is always worth it. This is where Gowan Consulting’s Occupational Therapists come in – they have the knowledge and tools to aid individuals in their return to work and set them up for success. We can assist with creating the return to work plan, facilitating a return to work meeting, and providing return to work support. Upon a full return to work, our Occupational Therapists can provide stay at work strategies to give the employee confidence that relapse will not occur. If you’re interested in learning more about the return to work process, check out our store for our return to work online courses.

Make a referral or contact us to learn more about all the ways we can assist you in the workplace!

References

[1] Tamene A, Habte A, Derilo HT, Endale F, Gizachew A, Sulamo D, Afework A. Time to Return to Work After an Occupational Injury and Its Prognostic factors Among Employees of Large-Scale Metal Manufacturing Facilities in Ethiopia: A Retrospective Cohort. Environ Health Insights. 2022 Jun 27;16:11786302221109372. doi: 10.1177/11786302221109372. PMID: 35782320; PMCID: PMC9247990.

[2] Dyck, D. (2013) Disability Management: Theory, Strategy and Industry Practice, 5th Edition. LexisNexis, Canada.