Implementing a collaborative return-to-work program: Lessons from a qualitative study in a large Canadian healthcare organization

Abstract

BACKGROUND: Comprehensive workplace return-to-work policies, applied with consistency, can reduce length of time out of work and the risk of long-term disability. This paper reports on the findings from a qualitative study exploring managers’ and return-to-work-coordinators’ views on the implementation of their organization’s new return-to-work program.OBJECTIVES: To provide practical guidance to organizations in designing and implementing return-to-work programs for their employees.METHODS: Semi-structured qualitative interviews were undertaken with 20 managers and 10 return-to-work co-ordinators to describe participants’ perspectives on the progress of program implementation in the first 18 months of adoption. The study was based in a large healthcare organization in Ontario, Canada. Thematic analysis of the data was conducted.RESULTS: We identified tensions evident in the early implementation phase of the organization’s return-to-work program. These tensions were attributed to uncertainties concerning roles and responsibilities and to circumstances where objectives or principles appeared to be in conflict.CONCLUSIONS: The implementation of a comprehensive and collaborative return-to-work program is a complex challenge. The findings described in this paper may provide helpful guidance for organizations embarking on the development and implementation of a return-to-work program.

Arbitration of accommodation in US workplaces: employee, stakeholder and human resources characteristics

“…Second, it can also be ‘remediation’ for those employees seeking a return to work (Skivington et al, 2016). This is where arbitrators can play a role in their arbitration decisions.…”

“…How does accommodation differ when the arbitration involves a discipline‐related issue (Allen and Lucero, 1998; Brand et al, 2008; Cooper, 2011; LaVan, 2007; Saundry et al, 2011; Wood et al, 2017)? Do the conditions of absence (Preece, 2019; Taylor et al, 2010) or the issue of reinstatement (Skivington et al, 2016) change the nature of the accommodation? What about those situations involving discrimination (Berrey et al, 2012; Cooney, 2003; Lamare and Lipsky, 2019; Levinson, 2013) or retaliation (Cooney, 2003; Green, 2014)?…”

Implementation of a disability management policy in a large healthcare employer: a quasi-experimental, mixed-methods evaluation

“…A distinctive component of the policy was a specific role defined for union representatives as 'return-to-work coordinators' (RTWC). 24 RTWCs participated in RTW planning meetings, along with the employee, the organisation's disability case managers and the employee's supervisor. Details on the specific components of the RTW/accommodation policy have been published elsewhere.…”

“…Details on the specific components of the RTW/accommodation policy have been published elsewhere. 24 Implementation of the renewed RTW/accommodation policy commenced in January 2012.…”

“…Supervisors, managers and RTWCs who participated in semi-structured interviews in 2013 noted a number of achievements. 24 Informants offered the view that OHS practice had improved since the implementation of the policy and spoke of the clear internal communication around the RTW/accommodation policy to all levels of staff in the organisation. Informants also perceived a renewed emphasis on returning disabled workers to their preinjury positions as quickly as possible and that the staff in the OHS department were well respected.…”