Return-to-work (RTW) programs are among the most effective drivers of successful workers' compensation outcomes, improving recovery timelines, supporting employee well-being, and reducing indirect business expenses and overall claim costs.
Yet despite their positive impact, many employers still treat RTW planning as a reactive process, something to address only after an injury occurs. In a recent interview, Charlie Green, Head of Workers' Compensation Claims at Berkshire Hathaway GUARD, explained why that mindset can be detrimental to a business.
“Return-to-work (RTW) programs are a cornerstone of high-performing workers’ compensation strategies. When executed effectively, they accelerate recovery, reinforce employee engagement, and significantly reduce indirect business impacts and total claims costs.”
“An effective RTW strategy is anchored in a set of core integrated principles: early reporting and immediate action, consistent and coordinated communication, proactive medical management in alignment with state regulations, and the use of transitional or modified duty,” said Green.
“When these elements work in concert, they enable faster, safer return to work options, support better recovery outcomes, reduce the likelihood of litigation, and minimize operational disruption—driving better results for both employees and employers.”
According to Green, employees who stay connected to the workplace often experience more effective and sustained recovery. “It helps employees maintain a sense of purpose and routine,” he explained. “As a result, workers often experience higher morale, faster healing, and are far less likely to feel isolated than those recovering at home.”
Despite these benefits, misconceptions continue to create barriers to effective RTW programs. “One of the most common,” Green noted, “is the belief that return-to-work planning can wait until after an injury occurs. Employers often think a RTW program should be implemented only once or when it’s needed.”
In reality, RTW programs require a proactive approach—establishing clear expectations, streamlining communication, and defining employer and employee roles and accommodations well before an incident occurs. Another common misconception is that employees must be fully recovered before returning to work. In practice, recovery and return to work efforts often progress in tandem, guided by physician oversight and effective disability management.
“There’s flexibility in how employers can successfully reintegrate employees in a productive capacity,” Green said. “Return-to-work doesn’t require a full-duty or full-time transition from day one. When employers can accommodate medical restrictions and adjust responsibilities, they can drive stronger outcomes for both the employee and the business.”
Without that flexibility, programs can backfire, prolong recovery, increase costs, and sometimes lead to litigation. Poorly designed programs can also negatively impact morale. “A plan that’s not well thought-out can potentially come across as punitive,” Green said. “Employees may feel unsupported, even when that’s not the intent. Consistent, transparent communication, from first notice of loss through full return to duty, is essential.”
Effective communication becomes even more important when paired with early claims reporting, one of the most influential factors in RTW success.
“The value of early reporting cannot be overstated,” Green emphasized. “It enables insurers to initiate investigations immediately and preserve critical evidence, such as witness statements or video footage, that can disappear over time.”
Early reporting also accelerates access to care. “It enables us to connect employees with the right providers and begin high-quality treatment immediately,” he added. “Time is not your friend when someone is injured—the sooner we act, the more effectively we can coordinate care, set expectations, control costs, and improve outcomes.”
By acting early and establishing clear expectations, employers and insurers create a supportive, positive experience for injured workers.
As workers’ compensation becomes increasingly data-driven, the quality of information captured at first notice of loss is more important than ever.
“We strive to capture accurate, robust data because it allows for more informed decision-making,” said Green. “The more data we have, the better positioned we are to guide claims toward optimal outcomes.”
Structured RTW programs supported by strong data and early intervention can significantly improve timelines, helping injured employees return to work faster. But data alone isn’t enough. Maintaining momentum throughout the recovery process requires close coordination between medical providers, the employer, and claims team.
At GUARD, our in-house registered nurses collaborate closely with our claims professionals and treating providers to align clinical care with return-to-work objectives.
“While medical providers are rightly focused on recovery,” Green explained, “our role is to complement that process by establishing a structured path back to work in accordance with physician guidance. By bringing these perspectives together, we can achieve optimal outcomes for both the employee and the organization.”
Medical provider networks further strengthen this approach by improving access to care, increasing visibility into treatment plans, and driving cost efficiencies.
“First and foremost, our priority is ensuring injured employees receive the right care at the right time,” Green noted. “Equally important, we’ve seen a meaningful impact on overall medical costs savings through the strategic use of our network of occupational health care providers.
“Even with strong medical management in place, transitional duty remains one of the most underutilized tools in workers’ compensation.
“There’s often a gap in awareness and preparedness,” Green said. “Without a defined plan, employers may face uncertainty around how to safely and effectively bring employees back to work, which can delay recovery and return-to-work progress.”
He points to a common example: a restaurant bartender who can’t lift heavy kegs after an injury. While some employers might keep that worker off the job entirely, there are often other tasks they can perform.
“If there are restrictions, it’s not a hard no,” he explained. “It’s about asking, ‘What can we do within those limitations?’” That mindset—focusing on capabilities rather than limitations—helps shorten absences and maintain employee engagement by reducing disability duration and lowering overall claims costs.
Ultimately, successful RTW programs rely on collaboration across multiple stakeholders, including injured workers, employers, insurers, and medical providers. For Green, agents and brokers play a particularly important role.
“Communication often begins with the agent,” he said. “The most effective programs are grounded in strong collaboration and alignment across all workers’ compensation stakeholders.”
He describes it as a “tripartite relationship” among employers, agents, and insurers, one that works best when all parties share a common goal: Helping injured employees return safely to the workplace.
Organizations that achieve the best results view RTW not as a claims function, but as a core business strategy. They prepare in advance, communicate clearly, and prioritize what employees can do, not what they can’t. For agents and brokers, guiding clients toward a proactive approach can further position you as a trusted advisor.
“Don’t focus on ‘if’ an injury will occur—focus on when it does,” Green concluded. “What matters most is how an employer responds, how effectively stakeholders collaborate to support recovery, and the ability to establish a clear, medically appropriate path back to work.”
This article was created in partnership with Berkshire Hathaway GUARD
