I had foot surgery recently and it left me somewhat dependent on others for help.  At first, the assistance was provided with a smile and an urging to let them know if they could do anything else to help. However, as time went on, the smiles became tight lips and the offers of help became heavy sighs. 

My caregivers weren’t the only ones feeling the pain. For an independent person such as myself, the discomfort of being in a position of dependency was far more excruciating than the surgical pain.  So, in the attempt to avoid the tight lipped smiles and rolling eyes, I went against medical advice and proceeded to "Self-help."

Naturally, I ended up causing more problems for myself, resulting in an unscheduled trip back to the doctor.  Although there wasn’t any major damage, my recovery and the dependency I was trying to avoid, were going to last a little longer.   

With extra time on my hands, I got to thinking about how my experience was a lot like that of an employee coming back to their job with work restrictions.  Like family and friends, co-workers are happy to welcome their workmate back and offer whatever assistance they can...just so it doesn’t take too long.

Unfortunately, there are times when work restrictions and light duty are longer term, such as with the more chronic diseases.  Having to work harder and longer by taking on additional duties or overtime doesn’t win the restricted employee any popularity prizes and so they stop asking for help.  This not only increases the risk of re-injury and a longer recovery, it distorts the return to work picture, leaving the co-workers to wonder why it is their workmate can now all of a sudden work above outside restrictions.

So, how can this be prevented?  Well, here are some suggestions:

• Return the restricted employee back into their normal work area;
• Continue as many of the person's normal work tasks as are appropriate;
• Make sure the supervisor is supportive and onboard with the RTW plan;
• Communicate with employee and their co-workers; and
• Unless medically indicated, light duty should not extend past 90 days.

It is often more effective to keep a person on as an extra in their normal environment than to move them to unfamiliar duties and unfamiliar co-workers. It is best if the employee’s duties are a useful contribution to their work team and work place.  Think outside the box if necessary. 

The supervisor's response to an injured employee is one of the most important influences on the quality and speed of the employee's recovery and return to work. Don't expect supervisors to understand this or that they know how to deal with return to work. Find out about the supervisor's competencies in this area and support them where necessary.  Make sure they understand the importance of their role. 

When talking to co-workers, do not discuss the medical condition.  Keep the focus on the job and what is needed to maintain production and work flow.  Invite comment and suggestions as to how to make the process go smoother.  Abusive language or behavior should not be tolerated.  If it does occur, deal with it quickly and in the same manner you would any other performance problem that cost the employer time and money. 

If the light duty needs to extend past 90 days, continue to communicate with the employee.  Ask them what they see as the potential problems and solutions.   This will give the worker ownership over their rehabilitation, which is really good for motivation.  Continue to involve co-workers where appropriate and make any changes to the return to work process that could alleviate frustration and resentments that may be occurring. 

In order to make a return to work successful, it needs to occur as a partnership between the employee and employer.  By taking this approach, less time will need to be spent on return to work management and more on the bottom line of getting down to business.  This simple, direct approach is often the most successful because it combines medical knowledge with practical, workplace know-how.