To achieve an effective return to work, the return-to-work process begins at the initial stage of an accident, illness or chronic health condition, as soon as is medically feasible.

A proactive reporting strategy facilitates early identification, timely intervention, case management, accommodation, successful return to work and job retention. The management and all relevant stakeholders cooperate in establishing such a strategy.

There is a strategy in place for early identification and timely access to medical and other health-care and vocational services for any person who has an occupational and/or non-occupational condition which affects their ability to work.

In developing and implementing the strategy, cooperation among the management, policy-makers and both internal and external stakeholders is critical to success.

Intervention refers to the act of managing a process in order to modify, impact upon or change the outcome. Research has demonstrated that the longer a person stays off work as a result of an injury or health condition, the lower their chance of ever returning to work. Experience demonstrates that it is easier to keep a job than find a new one.

The return-to-work programme is based upon a biopsychosocial approach which combines medical, psychological and social aspects.

This approach recognizes disability to be the result of a dynamic interaction between reduced physical or mental function and legislative, physical and social environmental factors both within and beyond the workplace.

Timely access to appropriate medical treatment and vocational rehabilitation is a critical part of the return-to-work process. It enables the person’s quick recovery, maximum functional ability and mobility, and return to work in a position that maximizes their skills and experience.

It is necessary to shift from a primary focus on deficits and incapacity towards an ability-orientated approach.

Return to work efforts, including job retention, are focused on the workplace and consider factors such as workplace actors, resources, work design and structure.

A comprehensive and integrated approach operates on a continuum, from an emphasis on prevention to care, rehabilitation and a smooth transition back to work. It considers the full range of expectations and realities, especially in small and medium-sized enterprises.

The term “holistic” refers to the whole and not just selected parts of a person or system. The return to work is a complex and comprehensive process involving many stakeholders and several activities which must come together to achieve the common goal of the return to work of a person who has an occupational or non-occupational injury, disability and/or health condition. Therefore, it is important to adopt a return to work approach which is holistic, integrated and inclusive. The overall goal is to maintain the person’s work ability and existing connections to working life.

The board, management, policy-makers and return-to-work professional play crucial roles in the setting up and operation of a return-to-work system.

The guidelines should be followed using a “top-down” approach which encourages ownership of their inherent values so that they are simultaneously accepted throughout the organization. The remaining guidelines are based on the following seven principles of return-to-work policy and programmes: