"The longer that people are away from their jobs, the more difficult it becomes for them to return to the workforce in any form," says Jeffery Jordt, a Chicago-based senior vice president with The Segal Company, a consulting and actuarial firm.
says transitional and modified-duty jobs must have the buy-in of supervisors to really work.Since their performance and their pay frequently are linked with productivity ratios, supervisors may be reluctant to "babysit" a restricted-duty worker.Jordt
gives the example of a 10-employee shipping department.If one of the workers is injured and placed on 50 percent restricted duty, the supervisor somehow has to replace the lost productivity, through either overtime or replacement workers."So he's
cost with marginal or no gain in production.That's not a real incentive," Jordt