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Workers' Compensation
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Written by Karen N. Provine, MS, CCM, CRC, LPCC, CDMS
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Wednesday, 16 December 2009 15:48 |
Creating a Successful Return to Work
When an employee is off work due to an illness or injury, the ideal goal from a vocational standpoint is for that person to return to work, an objective that must be embraced by all involved parties, including the employee, employer, case manager, physician and other care providers.
A return-to-work outcome is also at the heart of motivating the worker who is ill or injured or has a disability. When handling a workers’ compensation case, particularly when the injury, illness or disability is severe, motivating employees can be challenging. The key is to help workers see that a return is possible, even in spite of a life-altering condition.
Successful return to work has a far better chance of occurring when the employee is engaged in the process. This must begin as soon as possible—and long before maximum medical improvement is achieved. As research has shown, the longer a person is off work, the less likely he will go back to the workplace. A strong link with the workplace must be preserved. Not only does the employee feel valued by the employer and colleagues, but the individual is far more likely to see that her contribution is missed. In the midst of what could be a long recovery, employees who perceive that others are committed to helping them go back to work will have a better chance of realizing that goal.
Seeing What is Possible
Rose worked in sales until her car went off the road in a rainstorm and she woke up in a hospital paralyzed. A long recuperation and intensive physical therapy followed. In time, Rose was able to go back to work and eventually had her own business. Over the years, whenever she spoke about the services she received from the vocational rehabilitation agency that handled her case, Rose recalled how a counselor had come to visit her in the hospital. Even as she struggled with the mental and emotional trauma of becoming a quadriplegic, Rose knew a vocational counselor case manager would be working on her case. When she was ready to think about her future, the counselor was there to help her explore new possibilities.
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Written by Dorothy Consonery-Fairnot, BS, MSHA, RN, CCM, CLNC
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Friday, 02 October 2009 21:30 |
 Addressing the Physical, Psychological and Psychosocial Needs of Older Workers
When an employee becomes injured on the job, it is essential to consider the needs of the whole person — physical, psychological and psychosocial — in order to facilitate a successful return to work. Although much of the emphasis in a workers’ compensation case is placed on the physical body, issues ranging from depression and fear of reinjury to a lack of support systems cannot be overlooked.
With an older employee, psychological and psychosocial issues may be more imperative. Fears surrounding losing one’s job (even if unfounded) and feeling a loss of control in one’s life can become real impediments that keep older workers from returning to work and successfully staying on the job.
“There are specific issues when older workers are out on workers’ compensation,” says Thomas Emerick, president of Emerick Consulting LLC of Fayetteville, Ark. “Older workers in this situation have special concerns such as fear of being able to return to work, combined with worries over seeing their careers suddenly being limited.”
For case managers handling workers’ compensation cases, being attuned to the red flags and warning signals can ensure that psychological and psychosocial issues are addressed along with clinical and rehabilitative aspects of care. |
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Written by Mary Harris, MS, CRC
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Friday, 07 August 2009 13:52 |
How To Identify the Variables of Chronic Pain To Achieve Holistic Return to Work
Researchers estimate that there are currently at least 75 million Americans who experience some form of debilitating pain; and with the aging of the baby boomers, that number is expected to grow significantly. I have been a disability specialist for the last 20 years. During that time, I have had the opportunity to serve individuals who, because of the direct and indirect affects of a medical condition, were unable to perform their work, and among them were individuals with a chronic pain diagnosis.
Although the service provisions were similar to other disabilities, there were differences that required a different case management approach. In the effort to better understand chronic pain, I looked to the experts for advice and recommendations. What I found was that, although there was some disagreement among the authorities as to what chronic pain was, there was a general agreement that it:
+ Is pain that lasts longer than the typical healing time.
+ Is complex and difficult to measure or define.
+ Has unique physiological and psychological responses.
+ Varies greatly from individual to individual. |
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