In an ideal world, with unlimited funds, Dr William Shaw, research scientist at the US’s Centre for Disability Research, Liberty Mutual Research Institute for Safety, would like to see return to work being facilitated jointly by a doctor, the worker and their supervisor, and the return to work coordinator together in one room to discuss the worker’s case; “to have the worker say, ‘Here are the things I think I can and can’t do, here are the things that I’m sometimes asked to do that I think I won’t be able to’. To have the supervisor try to work with them to help them craft feasible ways the job could be modified temporarily; have the doctor say ‘Yes, that’s consistent with my recommendations’, and have the return to work coordinator there in the middle helping to arbitrate this discussion.” (Extract from A sneak peak at some ground-breaking research).

There was so much information in Dr William Shaw’s interview, we’ve condensed it here into ten main points so that you can refer it like an info sheet, to remember what to be aware, and what to strive for, in the return to work process:

1. Psychosocial factors can often be identified the actual day that the injury is reported. Ask questions, on the day an injury occurs, to help identify if an injured worker is likely to experience a difficult return to work or not. Does the worker have pain beliefs and attitudes that might stand in the way of early return to work? Does the worker have another co-morbid condition (for example, depression)? Does the worker feel discouraged about their pain? Identify who needs earlier intervention.

2. Employees have very high expectations of their supervisors, to support them and communicate with them throughout the return to work process. When that doesn’t happen employees can feel very let down and this may contribute to long-term cases.

3. Healthcare providers and employers should routinely ask the worker, ‘Do you think this is going to work out and if not what are the things you’re worried about, and let’s try to do something about that’.

4. Supervisors can play a major role in improving their communication skills and better facilitating the speedy return to work of their employees.

5. Many supervisors want to be more involved and proactive in the return to work of their employees, but they felt that the company management discourages it as a legal defensiveness, or for privacy concerns.

6. The focus of supervisor training should be on personal communication. Training that is legalistic and administrative can send all the wrong messages to supervisors; they shouldn’t feel afraid to get involved in return to work cases. 

7. Supervisors can support the worker by asking, ‘How are you feeling? What are the things you can and can’t do? How can we begin to talk about modifying your work?’

8. There should be more opportunity for exchange between workers, supervisors and medical health providers.

9. Outreaches to employers and providers which facilitate information-sharing and better communication are essential.

10. Employees too have a role in communicating effectively with employers about their health condition. Employers who strive to be flexible and accommodating of their ill or injured workers’ needs will become easily frustrated if the feel that care and effort isn’t reciprocated.