Dr. Charlie Cartwright, Lockton
Reducing the recovery time for employees injured in a workplace accident remains front and center among employers who continue to face increased workers’ compensation costs, lost productivity and spiraling litigation.
According to a recent National Academy of Social Insurance study, total workers’ compensation costs to employers rose by 7.1% to $77.1 billion in 2011, while workers’ compensation benefits rose by 3.5% to $60.2 billion. The benefits include a 4.5% increase in medical care spending to $29.9 billion and a 2.6% increase in wage replacement benefits to $30.3 billion.
With these numbers climbing, a clearly defined return-to-work (RTW) program that helps injured employees manage their care and gets them re-engaged in a meaningful capacity as early as possible has become an essential business strategy for companies seeking to mitigate their exposure.
For high-wage earners, including truck drivers, there is often a misconception that returning an injured employee to work early costs more than simply paying the 66.66% weekly disability. A clearly defined return-to-work program helps injured employees manage their care and gets them re-engaged in a meaningful capacity as early as possible. Conversely, studies show that costs are greater to keep workers at home, and those costs actually compound over time—the longer an employee is away, the greater the perceived severity of the claim or injury and, therefore, the potential to waste money.
In fact, by some estimates, average medical and indemnity costs may be more than double for an employer without an RTW program. In addition, research shows that employees who are supported by an RTW program are back at work approximately 1.4 times sooner than those injured at a firm without a program. And, delaying a claim beyond three days increases the chances of attorney involvement by 50%.
For trucking, which ranks among the top 10 most dangerous work environments, the co-morbidity of intense physical labor and an overweight/obesity rate of 89% greatly increase the likelihood of injury. Add to that growing demand stemming from travel distances that are forecasted to reach as much as 662 million miles per day by 2040, along with a resulting shortage of available high-quality labor, and the message is clear: having a practical RTW program that helps return injured workers to full health and productivity is becoming an industry imperative.
Most companies are familiar with the basic elements of an RTW plan: short-term modification of work schedule and/or duties that align with physician restrictions; modifications that are fluid-based on injury type, physical ability (or limitations), skills and pre-injury responsibilities; and a progressive return to full duty. While RTW may have some unique challenges for transportation, and a given program will take on a unique profile depending on the particular features and needs of the company, the principles that make an RTW program successful are the same— regardless of the industry.
So, beyond the nuts and bolts, what are the qualities that will make the plan compelling and meaningful? What will make RTW truly work for both employer and employee?
Communication: Both the Messenger and the Message are Critical
To gain support and remain effective, organizations need an enthusiastic champion to introduce and provide ongoing communication about their RTW program. Even if the CFO or risk manager buys into its importance at the top, cascading the program successfully to the terminal level and then out to employees can be challenging. Depending on the organization, typically the person will be from human resources or risk management, or it may be a supervisor or frontline manager. However, even if a manager with the best intentions simply recites an RTW policy, it will surely fall on deaf ears. The message must come from someone who is well informed about the program’s content, policies and procedures, can relate its value to employees and will actively oversee the program.
Creativity: Be Open to the Possibilities
RTW solutions must be developed on a case-by-case basis—there isn’t a one-size-fits-all plan or strategy for a single industry or company. However, transportation offers great opportunities for creativity. For example, because trucking assets are concentrated on the road, dispatch terminals may be minimally equipped, with few RTW resources and opportunities. However, off-site options, such as work arrangements with charitable organizations or non-profits can prove very effective. In addition, despite conventional stereotypes, a full spectrum of education levels exists among truck drivers, and many have college degrees and/or advanced skill sets. The key is recognizing the value an injured worker can add to the organization, finding the right fit within an employee’s specific work restrictions and getting that person re-engaged as soon as possible. When injured and away from work, employees lose the sense of identity that is tied to their job. Providing a way for them to participate and continue to make a contribution often translates into a swifter recovery.
