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Return to Work (RTW) and Operational Integration Management (OIM)

The path from treatment to re-integration

The longer a person is absent because of illness, the more difficult their return to work will be. A networked RTW process between internal and external players contributes to people returning to work in a timely and sustainable manner

Return to work (RTW) and operational integration management (OIM) © Uwe Völkner, Fotoagentur FOX

The term "return to work" stands for structures, measures and activities that enable an early return to work after long-term sickness. This requires, above all, cooperation between key workplace players and treating physicians and therapists.

Many companies have recognised and understood the signs of the times and put great emphasis on cross-company networked health management. Stay at Work and Return to Work are two sides of one coin: approaches for prevention, early detection and reintegration should interlock here effectively.

Contents and aims of an RTW process

The focus of a comprehensive RTW process is on returning employees and their motivation to return: the process is a dialogue-oriented process aiming at understanding between the treatingphysicians, therapists, those affected and key workplace players. It already with the work incapacity, is part of the treatment and therapy, and ends with the return to work.

RTW is a multidimensional process that promotes the development of workplace-oriented health care and rehabilitation networks. An example of this is "psychosomatic consultations in the workplace". RTW is therefore more than operational integration management.

The main targets of a coordinated RTW process are:

  • more favourable disease progressions and
  • a smooth return.

From the point of view of those affected, the RTW process is an essential aspect of coping with a disease. With regard to the treatment of those affected, it is medical-therapeutic support, psychosocial counselling, and sometimes coaching.

Seen from an operational point of view, it is a process of understanding the conditions for return, of the organisation of working conditions and also a process of organisational development. Further information can be found on our website on workplace health management.

Above all, a professional RTW coordination, an early contact between the treating physicians and therapists and key workplace players, as well as social support from colleagues and supervisors, are relevant factors for a successful reintegration.

Operational integration management (Betriebliches Eingliederungsmanagement - BEM) is a statutory obligation

Since 2004, employers have been obliged to offer operational integration management (BEM) to employees who have been on sick leave for a long time. The aim of BEM is to maintain workability and employability.

The statutory basis for BEM is section 167 of the Ninth Book of the Social Security Code (SGB IX).

This stipulates that an employer must offer BEM to all employees who are uninterruptedly or repeatedly unable to work for more than six weeks within a year.

Operational integration management (BEM) as a systemic oriented process

Operational integration management (BEM) stands for individual case management, team and organisation development. BEM aims to maintain good health and the best possible workability. It contributes to:

  • overcoming existing work incapacity,
  • preventing renewed work incapacity and
  • maintaining and supporting the workability in the long term.

Systemic oriented BEM operates on four levels of workability:

  • on the medical level with a view to maintaining of performance,
  • on the mental level with a view to motivation and self-effectiveness,
  • on the social level with a view to support through professional helpers, supervisors and colleagues, and
  • on company level with a view to developing of support structures and organizing of work requirements and/or conditions.

An appropriately organised BEM process enables early diagnosis and rehabilitation to be interrelated to one another which is particularly important in the case of repeated work incapacity when company support is organised at an early stage.. In addition, BEM experiences can be used to prevent chronic diseases.

Course of a BEM process

A systematic approach is recommended in order to be able to implement operational integration management successfully. The following steps are to be taken into consideration:

  1. Register those entitled to BEM
  2. Make contact
  3. Face-to-face conversations to clarify the starting situation
  4. In-depth analyses on working conditions, resources and restrictions
  5. Agreement on the conditions for return and the accompanying measures
  6. Support for reintegration through feedback and coaching sessions
  7. Conclusion and final discussions on sustainability.

Research Projects

Project numberF 2538 StatusOngoing Project RTW-PIA - Intensified return to Work (RTW) aftercare in psychiatric outpatient clinics of psychiatric hospitals

Find out more : RTW-PIA - Intensified return to Work (RTW) aftercare in psychiatric outpatient clinics of psychiatric hospitals …

Project numberF 2516 StatusCompleted Project Stigmatization associated with SARS-CoV-2 in the occupational setting: Summary of the state of knowledge and interview study

Find out more : Stigmatization associated with SARS-CoV-2 in the occupational setting: Summary of the state of knowledge and interview study …

Project numberF 2459 StatusOngoing Project Gradual Return to Work (G-RTW): Current implementation and potentials for further improvement

Find out more : Gradual Return to Work (G-RTW): Current implementation and potentials for further improvement …

Project numberF 2367 StatusCompleted Project Scoping Review on determinants for a successful return-to-work and systematic overview on interventions to facilitate return to work among employees with mental disorders

Find out more : Scoping Review on determinants for a successful return-to-work and systematic overview on interventions to facilitate return to work among employees with mental disorders …

Project numberF 2385 StatusCompleted Project Determinants of a successful return to work among persons with common mental disorders: a mixed-methods-follow-up-study (Project 2a)

Find out more : Determinants of a successful return to work among persons with common mental disorders: a mixed-methods-follow-up-study (Project 2a) …

Project numberF 2386 StatusCompleted Project Mental illness in the working environment and return to work

Find out more : Mental illness in the working environment and return to work …

Project numberF 2397 StatusCompleted Project Determinants of a successful return to work among persons with common mental disorders: Evaluation of a psychosomatic consultation in the workplace in Lower Saxony (Project 3)

Find out more : Determinants of a successful return to work among persons with common mental disorders: Evaluation of a psychosomatic consultation in the workplace in Lower Saxony (Project 3) …

Project numberF 2354 StatusCompleted Project Interventions to support return-to-work for patients with coronary heart disease

Find out more : Interventions to support return-to-work for patients with coronary heart disease …

Project numberF 2414 StatusCompleted Project Returning to work after mental health problems: cooperation and alliances between healthcare institutions and companies in the return to work process

Find out more : Returning to work after mental health problems: cooperation and alliances between healthcare institutions and companies in the return to work process …

Project numberF 2319 StatusCompleted Project Communicative Action as a factor in the return-to-work-process from the perspective of return-to-work coordinators - A qualitative study for development of a best practice guide

Find out more : Communicative Action as a factor in the return-to-work-process from the perspective of return-to-work coordinators - A qualitative study for development of a best practice guide …

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