Historically, many workplaces have relinquished control and
responsibility for disability management to external parties such as
insurance carriers, claims managers, workers' compensation boards,
physicians, therapists, case managers, rehabilitation professionals and
others. This often resulted in unfavourable return-to-work outcomes
and extended periods of lost time for disabled workers. Traditional
services often preclude direct interactions between agency staff and
workplace representatives, leaving workplace accommodations and
transitional work options unexplored. The worker does not return to
work until fully recovered, having possibly lost workplace skills and
conditioning.
Recognition is growing that collaborative workplace-based disability
management programs can help return workers with disabilities to
meaningful employment. The following factors have influenced a growing
emphasis on these programs:
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Disability rates are increasing due to cumulative trauma and chronic
disabling conditions in an aging workforce. In addition, older
workers require longer times to recover from injuries and illnesses.
By 2010, 26% of the North American population will be 55 and older and
14%, 65 or older (compared to 21% and 12.6% in 1990).
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As the labour force shrinks due to the aging of the general
population, employers will find it increasingly difficult to replace
workers who have had to leave their jobs.
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Employers are concerned by the effect of increasing disability and
disability insurance premiums on their cost of production.
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Downsizing of companies to remain globally competitive is increasing
demands on workers, thereby increasing the potential for injury or
illness.
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Governments are increasing legislative requirements for employers to
accommodate workers with disabilities in the workplace in response to
evidence of the significant challenges to employment of persons with
disabilities and their declining labour force participation, and the
increasing emphasis on human rights of all persons.
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There is growing recognition of the impact of mental health and
stress-related disabilities on work productivity. Workers with
alcohol/drug problems are more likely to have a time-loss injury or be
fatally injured on the job. International studies show that stress is
implicated in up to 19% of sickness. The annual prevalence rate of
mental health problems in Canada and the USA is 20 to 25% of the total
population, with only 10% getting the needed treatment, even though
the success rate among those treated tops 70%. The economic cost of
depression, anxiety and substance abuse is conservatively estimated at
$11 billion a year.
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As the skill level of jobs throughout the Canadian economy increases,
the cost of lost productivity and recruiting and training new workers
to replace those who becomes disabled rises.
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There is a growing body of evidence that organized, collaborative
return-to-work strategies are successful in returning workers to
employment, reducing the length of work disability and reducing costs.
(see
Keys to success)
