Addressing Social Determinants of Health Improves Absence Management and Return to Work
By Patty Nunez, MA, CRC, CDMS, CCM, Commissioner, Commission for Case Manager Certification, and director, Claim Supply Management, CNA Insurance; Stan Scioscia, M.Ed., CRC, CDMS, Commissioner, Commission for Case Manager Certification, and disability management services coordinator, University of California, Davis; Vivian Campagna, DNP, RN-BC, CCM, chief industry relations officer, Commission for Case Manager Certification
Benchmarking absenteeism data for two nonunion manufacturing companies in the same geographic region revealed meaningful differences, particularly among hourly employees, that could be tied to a specific type of absence management strategy. In Company A, the number and duration of unscheduled absences are significantly higher than those at Company B. Additionally, Company A employees experience a greater reinjury rate than their Company B counterparts.
The data is puzzling since both companies draw from the same labor pool and pay competitive wages. Injured employees have access to the same medical providers, and both companies offer return-to-work (RTW) programs aimed at returning injured workers to the job as quickly and safely as possible, although Company B’s participation rate is higher.
In this hypothetical example drawn from real-world experiences, differences in absenteeism may stem from social determinants of health1 (SDOH), a concept that is broadly defined as the environment and conditions in which people live and work that affect the health of individuals and populations.
Factors that influence SDOH include income/socioeconomic status, environment, education/literacy, health literacy, and language. These factors influence employees’ productivity as well as their ability and perhaps willingness to participate in RTW programs — and not just among those who earn the least, which is why employers should become more aware of SDOH issues and identify and address risk factors.
A customized approach to RTW programs (which likely influenced Company B’s more favorable data) can help address SDOH differentiators and, as a result, improve health and safety as more employees participate in RTW.
Transitional RTW offers job modifications and other accommodations that allow employees to safely return to the workplace before they are ready for full duty and can increase strength, endurance, and the ability to optimally perform their jobs. This not only contributes to employees’ health but also raises their awareness of potential safety hazards, maintains their contributions to the workplace, preserves their earning power, and improves satisfaction for employers and employees.
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