When the compressor tipped, it slammed the leg of the ladder just as Jaykan was reaching the top. Thrown off balance, the ladder slid sideways and Jaykan fell, landing hard on his left shoulder with a shock of pain as his collar bone fractured in two places. The falling ladder struck his knee, badly bruising his leg and creating a four-inch laceration on his thigh that bled heavily and required 12 stitches to close. The doctor ordered Jaykan off work for six weeks while his collar bone and leg healed due to the heavy physical labor that his job as a stocker required.

As the sole provider for his wife and two young girls, Jaykan could not cover his bills on the 65% pay that workers’ compensation insurance would grant while he was off work. But with his arm in a sling, and his injured leg, he didn’t have much choice. Or did he?

Without evidence to the contrary, the doctor will assume Jaykan needs to work his normal job if he returns. On that assumption, he writes Jaykan off work. This costs the company money in higher workers’ compensation insurance premiums, and significantly impacts Jaykan’s personal finances. There is a better way.

Here are five steps learning and development (L&D) teams can take that will keep many employees working through an injury in a manner that accommodates their restrictions and minimizes the financial impact to all parties.

Step 1: Meet With Leaders to Identify Options

Meet with management and human resources (HR) to understand potential tasks or roles an injured employee can fill based on common accommodation needs. Get creative and brainstorm tasks across the company so you are ready for injuries as they happen rather than having this meeting for each occurrence. Changes for an injured employee can be as simple as a cashier sitting on a stool to accommodate a broken leg, or as significant as having an employee work in an entirely different role during their recovery period.

In Jaykan’s example, perhaps he could answer phones, place simple sales calls, sit at a table and price products or other things that only require one hand and sitting. His manager could even assign additional training for Jaykan’s primary role, which could help him become a more valuable employee once he recovers.

Step 2: Create a “Work Accommodation Job Description”

This is a job description template (or series of templates) full of the different tasks you came up with in Step 1. Before the employee goes to the doctor, management can cross out items that won’t fit the likely accommodation needs. Then Jaykan can present the modified job description to the doctor who can write approval for returning to work based on that job description instead of Jaykan’s normal role.

Elements of a return-to-work job description can include:

• Summary: Make it clear at the top of the description that this job description is specifically for accommodating work restrictions due to injury.
• Examples of Modified Work Duties: This is populated by items that the injured employee can perform. After the list of possible tasks, add language to this effect: “We will select from or modify the above light-duty tasks to accommodate the specific restrictions for the injured worker.”
• Signature Block: Start with a checkbox, asking if the employee is released for work: Yes, with restrictions or No. Under that, a signature section for the doctor and one for the employee.

This is a crucial step! If the doctor’s office isn’t comfortable with the accommodations in the job description, they will still order the employee off work. On the paperwork, make it clear to the doctor that additional accommodations are available if needed.

Step 3: Create Training Assets

Have basic training assets available for the injured employee to help them be productive quickly. The injury is already traumatic for them. Helping them feel productive as soon as possible can help them heal mentally from the injury.

A word of caution: Don’t over-train for a limited role. Standard role onboarding training will probably be overly detailed for the limited time the injured employee will do these tasks. Most often, peer training will be your best option.

Step 4: Set Clear Expectations

Once the modified job description is approved and the employee returns to work, meet with them and their manager to set clear expectations. Both need to know that strict adherence to doctor’s restrictions is required, even if they start to feel better.

This meeting is a critical liability protection step. Be firm if an employee or manager violates the doctor’s restrictions. That may be a terminable offense and they need to know that fact clearly before they start working again. The goal here is not punishment, but rather to protect the employee from further harm until the doctor approves easing restrictions.

Step 5: Provide Employee With Access to Wellness Resources

Recognize that an injured employee may have a lot of stress related to the injury. It doesn’t just affect them at work. Be prepared to assist them by having information resources available. These could include employee assistance program information, wellness training, HR-approved referrals, a flexible schedule to accommodate doctor’s appointments or therapy, and more.

In Closing

Lost wages (money paid by workers’ compensation insurance to non-working employees) can significantly increase insurance premium costs. They also do not cover an injured employee’s full paycheck. I don’t know many people who can easily absorb a 35% pay reduction. By communicating well with the doctor and accommodating restrictions based on the injury, both the employee and the company win. This is also a very practical way for L&D departments to show additional value to the company.