Trade workers see a higher rate of musculoskeletal injuries, chronic pain conditions and longer recovery periods, yet most benefits plans weren’t built with these recovery timelines or risk profiles in mind, says Kim Zinck, president of the Disability Management Institute.
A single lost-time injury can cost an employer between $117,000 and $234,000, according to the Institute for Work and Health. “Disability management requires understanding the actual physical demands of the job and then building return-to-work plans around those abilities to help foster [a safe] recovery,” says Zinck. “I think there are more creative solutions when that can’t be done. Work conditioning programs are good opportunities to bridge that return to the workplace in a safe and controlled setting.”
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There are many differences related to well-being in trades, often influenced by factors that aren’t as commonly seen in the traditional office settings, like exposure to more traumatic incidents, she adds. “We’re also seeing growing recognition of cumulative stressors that are related to things like workload, chronic pain, shift work [and] sleep management issues. People working on remote sites and having that camp living, they all have to be factored in to [benefits plans].”
Trades tend to be more physically demanding industries, so when someone is injured it’s not enough to ask whether they can return to work — it’s about whether they can do so safely and sustainably, says Zinck. “One of the biggest differences in disability management in a more physically-demanding industry is how safety factors fit into a person’s recovery. Office employees may be able to return with modified duties or remote work, while trade workers often need to be able to lift, climb and operate equipment . . . so even relatively minor restrictions can often prevent a safe return to work.”
These harsher conditions and remote realities can also significantly affect mental health and recovery, she adds. “When we look at the trades environment, we still see some stigma around discussing mental health, particularly when we’re looking at a more traditionally male-dominated industry. So mental-health supports need to be more practical and accessible. The reduction in stigma starts with leaders and supervisors having an open discussion as part of the overall workplace culture.”
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However, there’s a shift occurring with younger generations entering the industry, notes Zinck, adding it’s helping to change the conversation because they’re more willing to discuss mental health and access supports than previous generations.
Employers can help close existing gaps before they show up as claims by shifting from reaction to prevention. “Building that upstream prevention is key. Too often, employers engage after there’s an injury, but organizations that are ahead of this focus on helping employees remain healthy and providing access to early intervention supports. Some organizations put a heavy focus on ergonomic strategies for physical factors, but the integration of a mental-health strategy is equally important.”
Companies can also assess their benefits plans and determine whether they reflect the realities of the workforce by reviewing coverage and looking at flexible options or digital care for those working in more remote areas, says Zinck.
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