Editorial by Jane Sleeth
Medical Director
Optimal Performance Corporation
HR Manager Role on Return to Work
Jean Smith sustained an injury to his left thumb at work on January 1999. Initially, immediately following the injury, the family physician authorized two weeks off work. Subsequently however, the physician authorized an additional six weeks off work stating the employee’s injury had deteriorated and now affecting his entire left arm. Following six weeks post injury, the physician reported to WSIB the diagnosis of soft tissue injury to the entire left arm, neck and chest, recommending that he not return to work in any capacity until he had seen a number of various specialists. .
Eventually in the spring of 2000, (more than one year post injury), the employee did return to modified duties, and specified by his physician that this be on a permanent basis due to an extension in diagnosis of fibromyalgia, anxiety disorder and chronic pain.
As you review this true life scenario, your first question as a Human Resources Manager may be - what went wrong? Next question, how did the communication between the family physician, the employee and the employer get so out of hand, resulting in a seriously prolonged absence, a permanent disability and exorbitant workers’ compensation costs – all as a result of a minor injury.
When employers, employees and family physicians are not able to work together to assist the employee back to work following injury or illness, there are serious repercussions for the employer, employee and the Health Care System in Canada.
What to do as the HR professional:
As a Human Resources professional, one of the critical processes you will need to initiate, develop and manage - is a return to work program. One of the first tasks in developing a program is to understand what the family physicians in your area feel their roles are in returning your employees back to the workplace. You must ensure that the family physician understands your workplace, and is aware of your organization’s return to work program.
You and the family physician should also be aware of the Ontario Medical Association and Canadian Medical Associations’ Policy statements on the role of the Family Physician on Return to Work. These were both written and approved by the Associations in 1994. Please refer to websites and
As the HR Manager you must be familiar with the Federal and Provincial (if Ontario develops a Privacy Act and Policy – the Federal Bill C-6, the Personal Information Protection and Electronic Documents Act or PIPEDA). The Federal Act requires businesses to obtain individual consent when they collect, use or disclose personal information.
The return to work program should focus on the functional abilities of the employee versus diagnosis, which is confidential information
Practical Steps in the development of a comprehensive return to work program
1. Perform a Needs analysis – what works now and what does not work on returning your employee back to work through communication with health care professionals
2. Develop a strategic plan – consider how you will communicate with Health Care professionals
3. Develop a Steering Committee who will help develop the program and the processes – include representation from labour and from the Health Professional community
4. Develop a formal program including procedures. Emphasis should be placed on enhancing the role of the family physician on returning the employee back to work as quickly as possible
5. Implement the program and all processes. Communicate with the family physician during all return to work phases
6. Measure results and outcomes. An example is requesting feedback from physicians in regards to how the program is working from their perspective
As an HR professional - becoming involved with the Return to Work processes in your workplace will have a favorable impact on “ the bottom line” of your organization, the health of your employees as well as the “health” of our Healthcare system. All timely and significant issues in today’s workplace and in the future!