Is RTW training for supervisors worth it?
Take Home Messages:
Training is a tool to clarify the role of supervisors in return to work, so that they gain confidence in dealing with strains, pains and other injuries.
When employees think their supervisor is supportive, they feel valued by their employer. The supervisor also plays a key role in encouraging coworker support for injured workers. Strong supervisor and coworker support affects a worker's decision to return to work and can reduce disability.
It is important that supervisor training is accompanied by management support. Supervisors need to feel that managing injured workers is part of their job description and that management will be flexible about productivity if return to work activities demand part of their work time, so that they will become more involved in the return to work process.
Why the research matters:
Training provides a way to increase supervisor involvement in the return to work process. Although supervisors are the employer's direct line to the worker, they are often minimally involved in workplace disability management. The importance of supervisors in preventing disability can't be overstated, and they should be as involved as possible in disability management.
What the research involved:
A study published in the AAOHN Journal (see reference 1, below) assessed two employers to determine the areas in which supervisors needed training, developed and delivered training sessions and surveyed the supervisor's attitudes about return to work before and after the training.
Summary of research findings:
What is the supervisor's role in return to work?
Several studies have investigated employees' perspectives on the role of supervisors in return to work (see references 2 and 3, below). Employees feel that supervisors should assist them by providing modified duties or job rotation to accommodate restrictions imposed by the injury. They also expect supervisors to be supportive and show concern for their welfare, and appreciate responsiveness, empathy and respect. Employees often believe their supervisor's attitude toward them reflects that of management. When employees think their supervisor is supportive, they feel valued by their employer. The supervisor also plays a key role in encouraging coworker support for injured workers. Strong supervisor and coworker support affects a worker's decision to return to work and can reduce disability.
How can this role be improved by training?
Training is a tool to clarify the role of supervisors in return to work, so that they gain confidence in dealing with strains, pains and other injuries. Musculoskeletal pain, which accounts for one third of work-related injuries, can be difficult to understand, as there is often no testable medical cause, the course of recovery can vary and symptoms can flare up unexpectedly. Many injured workers report indifference or hostility from supervisors when they report musculoskeletal pain. Supervisors are under pressure to meet productivity targets and may view workers returning from an injury or illness in a negative way because they are not as productive, and need special attention and support. Supervisors may also feel that their role includes determining whether the injury claims are truthful, which will affect their responses.
A study published in the AAOHN Journal (see reference 1, below) assessed two employers to determine the areas in which supervisors needed training, developed and delivered training sessions and surveyed the supervisor's attitudes about return to work before and after the training. The aim was to improve supervisors' empathy for musculoskeletal disorders, communication with workers about pain, understanding of ergonomic principles for workplace accommodation of injuries, and collaborative problem solving. This method of supervisor assessment and training could be applied to any workplace. Interviews with employees and supervisors about the supervisor's role in return to work revealed discrepancies between the two groups' expectations. A program was then developed to increase supervisors' focus on communication and problem solving when managing return to work. The training was interactive, encouraging discussion between supervisors. Case simulations were used to allow supervisors to practice applying the techniques they had used.
The program was brief (two 2-hour sessions), easy to administer and well-received by supervisors. The training improved supervisors' attitudes to return to work, particularly communication and accommodation of injured workers (areas highly valued by employees).
It is important that supervisor training is accompanied by management support. Supervisors need to feel that managing injured workers is part of their job description and that management will be flexible about productivity if return to work activities demand part of their work time, so that they will become more involved in the return to work process.
Original research:
W.S. Shaw, M.M. Robertson, G. Pransky and R.K. McLellan (2006).
AAOHN Journal; 54(5):226.
W.S. Shaw, M.M. Robertson, G. Pransky and R.K. McLellan (2003). Employee perspectives on the role of supervisors to prevent workplace disability after injuries. Journal of Occupational Rehabilitation; 13(3):129.
C. Nordqvist, C. Holmqvist and K. Alexanderson (2003). Views of laypersons on the role employers play in return to work when sick-listed. Journal of Occupational Rehabilitation; 13(1):11.