Rather than rely on duration, the effectiveness of RTW programs is illustrated better to senior leadership with a productivity view.
The objective is to show how disability days translate into a number of full-time equivalent FTE employees who are off work all year. Thus, the largest contributor to lost productivity as measured by FTE was short-term disability, yet it was barely being addressed with transitional duties.
See sidebar, below. Return-to-work RTW programs that allow employees to resume working in an appropriate and timely manner, even though they have temporary work restrictions, are critical for minimizing health-related absences and optimizing productivity. The total number of claims that are returned to work in any transitional capacity during the time period, divided by the number of total claims, then multiplied by Total Number of Active Claims.
X As the data is examined, certain factors emerge. For example, there might be a percentage of claims, albeit very small, that eventually become long-term disability cases and the person never returns to work. While the employer made a solid effort to reduce the incidence and duration of occupational injuries, it did not see the full productivity picture. Only by using data and metrics that revealed the spectrum of disability-related employee absences could the telecommunications firm gauge the productivity impact and the potential to improve the cost and efficiency of its staffing.
Moreover, once the full productivity view was captured, there was a strong business case to present to operational leadership in order to show the potential to improve workforce management. The telecommunications company had to maintain a certain level of staffing to provide service to customers; e. To make up for an expected number of employee absences, staffing had to be increased by a specific amount to maintain field service.
So what would be the impact of using RTW interventions and transitional duties to put more people back on the job sooner? That data revealed:. The disability management team then posed the following scenario: What if the total FTE impact could be reduced by 10 percent through an integrated RTW program that addressed both occupational and non-occupational incidents?
What would be the positive, bottom-line contribution from a RTW program that could return 76 employees to the workforce over the course of the entire year? The business case starts with the data.
The number of lost workdays attributable in any time period to occupational and non-occupational disability converted to FTEs is a powerful metric to reveal productivity losses to senior leadership. When expressed in terms of FTEs, these absences show the ability to improve productivity with existing staff without having to hire as many replacement or temporary workers. Digging into the data to separate certain employee groups, departments or divisions allows for comparisons internally.
Results for specific employee groups or divisions might reveal the influences that led to improved RTW rate and lower FTE impact in one group versus another: For example, a wider array of transitional duties or greater supervisor buy-in. Making the business case cannot be done with anecdotes or the typical disability management measures such as duration.
Ben Amick, associate scientific director. Previous research has indicated that workplace-based RTW interventions can reduce work disability absences, their duration and their associated costs. This review wanted to look exclusively at the effectiveness of disability practices included in employer-provided programs. It set out to compare the effectiveness of workplace programs promoting return to work with no treatment, treatment as usual or an alternative program, and to determine which parts of workplace programs in particular bring about the best results.
Gensby and his team searched 12 databases for studies published between to July on workplace programs provided by employers to employees who were re-entering their workplaces with work- or non-work-related injuries or illnesses.
In the end, 13 studies met the criteria needed to be included in the review. The share of the working-age population relying on disability and sickness benefits has tended to increase in OECD countries, resulting in negative impacts for the individuals concerned, their families, their employer and society more generally. Workplace disability management WPDM is a comprehensive and cohesive employer based approach to managing complex needs of people with a work disability within a given work environment.
This review assesses the effectiveness of workplace disability management programs in promoting return to work. It focuses on successful job maintenance and return to work RTW. This Campbell systematic review assesses the effectiveness of workplace disability management programs in promoting return to work. The review summarises findings from 13 studies, eight conducted in the USA and five in Canada.
Participants were employees on sick leave, from the private and public sectors, with an inability to work due to physical injury, illness or mental disorders. Included studies assess WPDM interventions implemented within the workplace setting, i. The studies must have used either randomized controlled trials or non-randomized control study designs or single group study designs with before and after measures.
Studies that included unemployed persons as well as persons with a pre-existing permanent or total impairment were not included. A total of 13 studies were included in the review which reported on RTW measured as first return to work, reduction in lost days from work and duration of sickness absence measured continuously via time to event data. Secondary outcomes were modification or change of job function and job functioning, as well as sustainability of RTW.
Two of the studies included a comparison group; the others conducted before versus after analysis. All the studies were carried out in North America. A RTW policy was used to describe procedures, and stakeholder engagement with roles and responsibilities written into the policy.
A joint labour-management committee may serve as a vehicle for developing consensus among key decision makers in the design, implementation and evaluation of each component, and inclusion of senior management may drive corporate support and commitment.
The available evidence was not suitable for quantitative synthesis, so no overall conclusion on the effectiveness of WPDM programmes can be made. It cannot be determined if specific program components or specific sets of components are driving effectiveness.
There is little evidence regarding programmes targeting mental health conditions. There is a lack of concrete evidence to draw conclusions on the effectiveness of workplace disability management programs promoting return to work. The findings show that further rigorous research is needed. Given that the majority of the studies focused on the first phases of the RTW process, future program evaluations should ensure a broader focus.
Future research should also concentrate on identifying the specific program components that taken together, or in different combinations, contributes to safe and timely RTW. The review authors searched for studies published until July This Campbell Systematic Review was published in July Existe poca evidencia con respecto a los programas dirigidos a condiciones de salud mental.
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