One of the proven ways to reduce the cost of a workers’ comp claim is to get the injured worker back on the job whenever it is safe to do so. Preferably, employers should offer some type of modified work duty if they are still recovering from their injury and if that injury impedes them from performing the work they did before the accident. If you have an RTW program or are considering starting one, here are the top 12 things you should consider, courtesy of the Institute of WorkComp Professionals:

• Understand your state laws about returning an injured worker back to the job and the benefi ts they are entitled to after taking on transitional or light duty.

• Create an RTW program that outlines the steps the company will take to help a worker get back on the job as soon as it’s feasible after a workplace injury. Discuss transitional duty and light duty in the program documents and distribute copies of it to your staff.

• Be creative in identifying temporary alternative jobs. Appoint an employee-management committee to create temporary alternative jobs. Injured employee jobs should be meaningful, not demeaning or demoralizing – and for sure should not be punitive.

• If you have an injured worker, visit various worksites or departments of your company to identify tasks that are similar to the employee’s existing job.

• Provide the treating physician with job descriptions for any temporary transitional duty and the employee’s regular work.

• Obtain medical restrictions from the medical provider and a release so that you can put them in a job that will not strain them or risk reinjuring them. Be proactive and prepared for the release. Don’t wait to have the release in hand before you begin your process – a delay of even a few days costs you money.

Encourage Doctor to Approve Light, Alternative Duty

•Encourage the treating doctor to approve temporary alternative duty for injured employees.

• Communicate regularly (at least once a week) with any injured employees returning to work for a temporary alternative duty position. (At this time, therapy and treatment may still continue.)

• Inform the employee’s supervisors about the injured individual’s physical limitations from the injury and make sure they don’t push them too hard. Follow the restrictions ordered by the doctor, or risk upsetting the worker, or worse, reinjuring them.

• Continue to pay the injured employee at their regular rate of pay. Consider doing so even if the employee is working partial hours. This will help you avoid paying lost wage benefits and, in many states, reduce future seÆ© lements.

• Keep the employee engaged by asking them on a weekly basis about the transitional duty, to identify obstacles or ascertain if they feel they can do more.

• Provide feedback to the physician regarding the progress the injured employee is making at the temporary alternative duty position, to make sure the physician is geÆ«ting both sides of the ‘story.’