Building a Successful Return to Work Plan for ABI Patients
Every individual who has an acquired brain injury (ABI) will not only experience a unique mix of symptoms and challenges post-trauma but will have their own journey to recovery. The efforts put forth by their employer can significantly help the affected individual feel confident in returning to work successfully.
Learn more about an ABI patient’s personal journey with returning to work: The Challenging Journey of Returning to Work with an ABI.
ABI in the Workforce
There are approximately 1.5 million Canadians (Brain Injury Canada, 2020) living with the effects of an acquired brain injury. Many of these Canadians are re-entering the workforce each year, and employers have a duty to support the vocational rehabilitation of these employees. This can be achieved through understanding the impacts of ABI, adopting a collaborative approach for returning to work, and making simple modifications to the environments in which these individuals work in.
Road to Recovery
Rehabilitation and treatment options are tailored to the behavioural, cognitive, and physical impacts of the individual’s injury. Understanding that the effects of treatment take time and not all treatment options will work for everyone, is important to managing timeline expectations for a return to work plan.
During recovery, it is imperative for individuals with an ABI to return to routine and participate in former activities to provide motivation and stimulate recognized brain functions. Accomplishing short-term goals fosters motivation in brain injury survivors cultivating positivity, a sense of independence, and achieving long-term goals.
Collaborative Planning
When an individual who has suffered from an ABI makes the decision to return to work, there may be behavioural and cognitive impairments which continue to affect the individual’s work. As an employer, it is important to partner with the individual in developing a return to work plan. This open line of communication and collaborative problem solving can have a significant effect to the employee’s confidence levels and continued progress.
Tips for Collaborative Planning
Build a plan of action for the employee’s return to work, including the affected individual in the planning to ensure their medical needs related to the brain injury are appropriately accommodated. Planning together will also help to define responsibilities and expectations.
Adopt a problem-solving structure to find the best possible outcome for both you and the employee. This allows for both parties to speak transparently about the progress of the plan and proactively adapt as needs arise or circumstances change.
Maintain an open line of communication throughout the planning and return to work processes to allow for trusting conversation around expectations, performance, and areas of concern.
Strategies to Overcome ABI Challenges in the Workplace
An acquired brain injury can lead to numerous changes in thinking, behaviour, and communication that affect the employee in the workplace. Becoming aware of these changes and implementing strategies to assist with these changes can help your employee perform more effectively and gain the confidence to succeed at work.
Fatigue is a Multifaceted Beast
A common side effect in ABIs, fatigue may manifest physically, cognitively, behaviourally, and emotionally. This fatigue is most frequently seen in its adverse effects on attention span, concentration, communication, memory, and physical activity. Working at a slower pace than usual may lead to disappointment for the employee.
As an employer, you can help mitigate the effects of fatigue through the following strategies.
Set goals for both you and your employee to track their progress and for early intervention should regressions arise. Develop a return to work plan starting with a low number of hours and responsibilities, gradually increasing workload as the employee’s recovery progresses.
Have the employee start with easy and familiar deliverables to encourage small wins and reduce the impact of fatigue. Slowly increase the complexity of deliverables as they progress.
Be flexible where you can and allow your employee to self-accommodate. Encourage rest breaks throughout the workday, gradually decreasing these breaks as the employee can take on more workload.
To help manage mental fatigue, the use of a planner can help the employee plan their limited time effectively and improve organization.
Cognitive Challenges
Structure a daily routine with use of memory aids, like planners, lists, and reminder notes.
Reduce distractions before talking or beginning a task with the employee to increase their attention span.
Develop a time frame and schedule check-ins to keep the employee accountable to accomplishing tasks.
Schedule rest breaks throughout the day to assist with attention problems.
Have the employee use a problem-solving model when making decisions.
Behavioural Challenges
Anticipate deficits in judgement and insight.
Support the employee in taking time thinking through tasks, responses, and situations before acting.
If undesired behaviour arises, privately discuss the situation, and suggest alternative and healthy responses for future scenarios. Avoid formal, progressive disciplinary actions until a full fitness to work clearance is available.
Emotional Challenges
Anticipate potential mood swings.
If an emotional outburst develops, stay calm and confident to provide affirmation.
Regain control of frustrating situations or outbursts by leading the employee to a quiet and safe space to calm down.
Identify and defuse the job-related triggers or tasks that contribute to the negative emotions felt.
Promote and facilitate access to mental health and wellness programs included in the company’s benefit plan to assist with mental health management.
If an employee expresses thought of harming themselves or others, call 911 immediately.
Communication Challenges
Encourage participation by asking open ended questions.
Ensure you are giving the employee your undivided attention and asking for clarification, when necessary, by restating their position in your own words.
Reduce distractions, be clear and concise, and emphasize the important information you are trying to communicate.
Be honest – if you do not understand what your employee is trying to convey, ask them respectfully to help you understand.
We, along with the Canadian Medical Association (CMA), believe that prolonged absence from a person’s normal routine, is detrimental to their overall physical, emotional and social well-being. For many, work is a significant contributor to a sense of achievement, growth, and independence. Supporting proactive and compassionate return to work programming for individuals with acquired brain injuries can help them progress through their recovery and find balance again. As an employer, your efforts to understand, accommodate, and support employees impacted by brain injuries creates a meaningful difference in their lives. Need some advice? Contact us at hello@oakhouse.com.
Return to Work Guidebook
Brain Injury Canada has developed a return to work guidebook that can be found here. This resource provides self-guided exercises, informative tips, and other resources to support those suffering from an acquired brain injury with their decision to return to work.
Sources
Benefits Canada, Concussions a Growing Workplace Challenge, March 2017
Brain Injury Canada, Media Release, June 2020
Brain Injury Canada, Returning to Work Following an Acquired Brain Injury, October 2019
Brain Line, Understanding Brain Injury, A Guide for Employers, October 2008
Disclaimer
The information included in this article is not intended to be a replacement for professional medical diagnosis, treatment or advice. You are encouraged to analyze any information obtained within or through this article with your doctor. Oak House Benefits assumes no responsibility for the accuracy of information within or available through this article, and such information is subject to change without prior notice.