Submitted by Dave Radecki, Peak Performance
Transitional work programs don't fail. However those implementing such programs sometimes fail to plan!
Recently I was approached by several companies that had implemented early return to work programs (Transitional Work Programs) and after a change in personnel were at a loss for how to implement the programs. Apparently materials such as the Policy & Procedure statement, Job Analyses and supporting forms that would assist with facilitating implementation of the program had disappeared.
Other companies have experienced training related barriers when trying to implement Transitional Work Programs while still others never quite got “buy-in” from management or employees on the fundamental principles of Transitional Work, i.e. a benefit to companies and employees alike. Still more companies see Transitional Work as a quick fix for Human Resource headaches or Workers’ Compensation problems and become disillusioned when their outcomes fall short of expectations. And finally, many employers don’t know how to hold their Managed Care Organization (MCO) or the Bureau of Workers’ Compensation accountable for supporting their Transitional Work Program.
The unvarnished truth of the matter is that the company/employer is in the best possible position to effectively manage outcomes, not the MCO or the Bureau of Workers’ Compensation and planning for contingencies such as personnel changes and the variance in training needs becomes integral to the success of any Transitional Work Program. More and more, companies are taking responsibility for educating their workforce in health, safety, environmental issues and yes, even Workers’ Compensation.
Concurrently, the role of the independent consultant is expanding in the face of these complex and convoluted systems while the demand for the diversity in expertise continues to grow (need we mention the Americans with Disabilities Amendments Act (ADAA) or the Family Medical Leave Act (FMLA).
Transitional Work Programs can and do provide the necessary framework or methodology for addressing these and other complex issues facing companies in today’s world.
For more information on Transitional Work Programs or a free initial consultation contact Dave Radecke, CDMS, VE at (740) 439-1453.
Transitional work programs don't fail. However those implementing such programs sometimes fail to plan!
Recently I was approached by several companies that had implemented early return to work programs (Transitional Work Programs) and after a change in personnel were at a loss for how to implement the programs. Apparently materials such as the Policy & Procedure statement, Job Analyses and supporting forms that would assist with facilitating implementation of the program had disappeared.
Other companies have experienced training related barriers when trying to implement Transitional Work Programs while still others never quite got “buy-in” from management or employees on the fundamental principles of Transitional Work, i.e. a benefit to companies and employees alike. Still more companies see Transitional Work as a quick fix for Human Resource headaches or Workers’ Compensation problems and become disillusioned when their outcomes fall short of expectations. And finally, many employers don’t know how to hold their Managed Care Organization (MCO) or the Bureau of Workers’ Compensation accountable for supporting their Transitional Work Program.
The unvarnished truth of the matter is that the company/employer is in the best possible position to effectively manage outcomes, not the MCO or the Bureau of Workers’ Compensation and planning for contingencies such as personnel changes and the variance in training needs becomes integral to the success of any Transitional Work Program. More and more, companies are taking responsibility for educating their workforce in health, safety, environmental issues and yes, even Workers’ Compensation.
Concurrently, the role of the independent consultant is expanding in the face of these complex and convoluted systems while the demand for the diversity in expertise continues to grow (need we mention the Americans with Disabilities Amendments Act (ADAA) or the Family Medical Leave Act (FMLA).
Transitional Work Programs can and do provide the necessary framework or methodology for addressing these and other complex issues facing companies in today’s world.
For more information on Transitional Work Programs or a free initial consultation contact Dave Radecke, CDMS, VE at (740) 439-1453.