return to work: outperform and engage employees

Return to Work: Outperform and Engage Employees

9 am – 12 pm WorkshopOct 27, 2010

Infonex 940 Vancouver

Chris Hylton, MA.

CG Hylton & Associates [email protected] or 403-264-5288

mailto:[email protected]

AGENDA Disability and Injury Management Planning and Strategizing on how to Return

Employees to Work Absenteeism and increased turnover Process and Practices of Returning Employees to

Work Benefits plan Scenarios of Returning Employees to Work Understanding performance in relation to

current standards Psychological implications for employees and staff Role of spirituality

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DO YOU HAVE ANY WORKPLACE ISSUES WE CAN TRY AND SOLVE FOR

YOU IN THIS SESSION?•What has come up in your workplace that we could help you with today?

•What examples do you have to share with stories about this issue ?

•Any advice for us?3

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REASONS FOR AN EMPLOYEE OFF FROM WORK

At work injury (WCB)

Personal time injury (car accident, skiing accident etc)

Illness or injury

Disability- visible or non-visible4

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DISABILITY AND INJURY MANAGEMENT

A workplace prevention and remediation strategy that seeks to prevent disability and injuries from occurring or, lacking that, to intervene early following the onset of disability, using coordinated, cost-conscious, quality rehabilitation services that reflects an organizational commitment to continued employment of those experiencing functional work limitations.

The remediation goal of this management is successful job maintenance, or optimum timing for return to work, for persons with a disability or injury.

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THE GOALTo get employees who have been off

sick/injured to return to work as soon as safely as possible

The chances of an employee successfully returning to work decreases rapidly with time

6 months - 50% 12 months - 25% 24 months - less than 5%

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IMPORTANCE OF EARLY ON INTERVENTION

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REMEMBER Make sure an employee is fully

recovered:

Illness: can get other employees sick

Injury: cause further damage to the injury before it can fully recover

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What are the most common injuries or illness at your work?

What are some methods to prevent injuries?

Are your health and safety policies up to date ?

DISCUSSION

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78 MILLION BABY BOOMERS WITH THEOLDEST NOW TURNING 61 (2007)

20 40 60 Age

PhysicalDemandCapabilit

y

PhysicalDemandOf Job

- Can you identify currently employed individuals who are at significant risk of injury?

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STEPS TO ENSURE EMPLOYEE IS FIT FOR WORK

1. Fitness for work form – doctor signs and agrees that employee can return for duty and perform the tasks

An employee may request to see the document or request that a medical must be done

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2. Review with employee what the doctor recommends – modified or fully return to work

The employer must adhere to what the doctor recommends

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3. Complete paperwork for modified or return to work – have employee sign and agree to the terms and conditions

Modified – hours/day, duration of period, type of work, etc

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October 27, 2010 Hiring Manager[address] RE: Joe Doe (Composite Crew Laborer)

Completed evaluation at 10:45am Dear [Manager name], Summary of Test Results We offer you the following opinion concerning the individual’s present abilities to safely and

successfully perform the essential functions of the position for which he/she was tested:_X__ IS CAPABLE of performing the essential functions of the position sought and does not have

any present or past medical condition/impairment that we believe would pose a significant risk to him/herself or others should he/she be placed in the position sought.

____ NOT CAPABLE of performing the essential functions of the position sought and does not have any present or past medical condition/impairment that we believe would pose a significant risk to him/herself or others should he/she be placed in the position sought.

____ NOT CAPABLE of performing the essential functions of the position sought because applicant does have a present or past medical condition/impairment that we believe would pose a significant “medical risk” to him/her or others should he/she be placed in the position sought.

Basis for conclusion While we are available to discuss in more detail the basis for our finding, the following additional

information provides the basis for the above conclusion: The client was deemed “Capable” as he met all testing criteria of the medical history, the

dynamic lifting, and the job specific demands.

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October 27, 2010Page 2 Summary of Test Procedures and Principles As part of the test, we obtained a medical history of the individual and collected baseline data concerning the individual’s physical conditioning and specific functional limitations. The primary purpose of the test, however, was to evaluate: 1) the individual’s ability to successfully perform the job related essential functions of the position sought: and 2) whether there was objective medical evidence that performance of the job related essential functions would pose a risk to the health or safety of the individual or others. The test was conducted based on our understanding of the job related essential functions of the position sought by this individual and the traditional physical demands associated with performance of those essential job functions. If necessary, appropriate, and requested, we are available to engage in further examination, testing, or discussion with the individual noted above, to ensure that you have accurately assessed his/her qualifications for employment with your organization.

Depending on the nature of the medical condition/impairment identified in our test, the risks posed by the position sought, and the scope of protection afforded by relevant law, it might be appropriate and/or necessary for your organization to engage in an interactive dialogue with the individual being tested to explore potential reasonable accommodations that would facilitate safe and successful performance of essential job functions. We hope this evaluation has been helpful. Please contact me if you have any questions. Sincerely,

Human Resource, Management, Employee

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WHEN THE EMPLOYEE RETURNS TO WORK

Challenge: How does the employer engage their modified employee and help them to

outperform???

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STRATEGIES FOR RETURNING TO WORK

Strengthen the self

Strengthen the family

Strengthen the community

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STRENGTHEN SELF Foster healthy identities, every employee is an

individual!

Teach how to express emotions in healthy ways For example: anger – talk it out with your co-worker, supervisor,

manager

Teach what constitutes a healthy, respectful adult relationship For example: do not allow any kind of bullying or harassment in

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STRENGTHEN SELF Teach life skills; problem-solving techniques,

practice in developing discussion, decision making skills, anxiety reduction, communication, coping with stress or anger management, social & assertiveness skillsHave programs available to employees to learn to

reduce stressOffer EAP services – counselling to help employees

Promote self-esteem, self-mastery and handling challenges in a healthy way

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STRENGTHEN SELF

Build awareness of social influences

Prevention mentorship utilizing community role models for support and guidance in personal growth

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STRENGTHEN FAMILY Strengthen parenting skills e.g. how to deal with

adolescents, how to enforce family policies on substance abuse, drug information, parent role-playingFor example: be flexible with schedules for parents

who need to attend their child’s activities

Enhance family bonding and relationships through family programs

Poster, pamphlets, discussions and presentations on substance abuse

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STRENGTHEN THE WORKPLACE Bridge youth & elders with inter-generational

activitiesFor example: in a workplace setting pair the young

and old to work together

Peer leadership prevention activities for youth to reinforce leadership skillsFor example: senior staff can mentor the newly hired

staff

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STRENGTHEN THE WORKPLACE Celebrate holidays, birthdays, and company events

Have an open door policy Employees can approach management with problems

or issues and ask for advice or help

Promote teamwork

Dissuade any harassment or bullying in the workplace

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HELP YOUR EMPLOYEES By helping your employees to grow they can

reach their potential when returning to work

Make your employees confident with returning back to work and that you can help to accommodate them if necessary

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ENGAGING THE EMPLOYEE EXERCISE

Discussion: How can you as an employer help your employees feel better when they return to work?

What is something at your workplace that is positive and motivate employees?

Give an example of Strengthening the self, family, and community an employer can do for their employees.

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HELP STAFF HELP THE RETURNING EMPLOYEES

Inform staff of returning employee – debrief and explain the situation

Have a welcome back party! Opportunity for co-workers to interact with the

returning employee

Provide balloons, flowers, cards and /or a welcome back banner in an employee's work space to show that the individual was missed 27

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HELP STAFF HELP THE RETURNING EMPLOYEES

Clear work out as necessary to enable an employee to return to a clean desk or work area

Offer your support if requiredWork loadCatching up to current projects, people, and issues

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ATTENDANCE MANAGEMENT Be aware of the signs/attendance that an

employee might not be ready to come back to work!

If employees are absent find out the reason, and how to respond effectively

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TYPES OF ABSENCES

Innocent Absenteeism

CANNOT DISCIPLINE! DISCIPLINE WARRANTED

Repetitive Short Term Absences

Long Term Condition

Culpable Absenteeism

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INNOCENT ABSENTEEISM Innocent Absenteeism is disability, illness, or

other legitimate health reason

Discipline is inappropriate

May affect non-disciplinary terminationEmployee has record of excessive absenteeismEmployee cannot hold regular attendance in the

future

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1. Provide warnings

2. Provide opportunity to improve attendance

3. Be consistent

INNOCENT ABSENTEEISM

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Institute attendance management program for monitoring absenteeism

Understand the actual levels of absenteeism in the workplace

Record all incidents of absenteeism and lateness – but be careful what you count


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ATTENDANCE MANAGEMENT PROGRAM

Improve health and safety procedures

Having a safe free environment is important to prevent future injuries

Decreases the number of employees on leave for injury

Management and the HR department should come to terms the procedures for every situation at work

Should analyze every position and what hazards might these employees encounter

Create health and safety policies that protect the company and their employees

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Provide employee assistance programs

EAP programs provide counselling services for employees paid by the employer

Employees can seek help/advice on any issue they find themselves having trouble dealing with

Helping your employees helps you the employer to have a healthier working environment that increases productivity 36

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Provide attendance incentive programs

Reducing absences can help reduce turnover

If one person is sick at work, send them home!

Less likely to get everyone else sick

Less stress due to heavy workloads from the people who are sick

Providing incentives helps employees to go to work and enjoy being rewarded for being there at their jobs 37

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Collect and publish attendance statistics

Find out the number of absences a year

Set attendance goals and monitor achievement

Award employees who have a good attendance

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An attendance management program Can be in the form of an incentive program, rewarding

employees with good attendance

Can be in the form of a behavioral program – the company will only tolerate so many absences before definitive action is taken

Writing that individual up in a report and have that employee sign

3 strikes you’re out idea

Termination 39

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Remember to be consistent and fair!

The program is to help employees improve their attendance

Not a punishment program

Can be seen as de-motivating

Increases turnover – as employees are punished for being legitimately ill

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EARLY INTERVENTION – ‘TURNING THE TAP OFF’

Old system: ‘Sick Note’ New system: ‘Fit Note’

Uninterrupted flow of the untreated unwell. Cultural and behavioural change required

Early intervention reducing the flow on to benefits

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BENEFITS Reduces costs

An injured employee takes their time to heal, too soon and causes further injury – costing the employer more in WCB fees or time loss from no one filling that position

Creates a healthier working environment = better employee attendance

Reduces stress of employees- know that their employer is supporting their recovery

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BENEFITS Increases attendance

Employees are appreciated for their good attendance

Employees know that with a program in place, sick days are treated fairly

Less stress – not as many employees calling sick and therefore workloads are not increased to cover the missing person

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TURNOVER REDUCED Good employees do not leave because of being

overworked!!!

Place of employment is healthier and therefore less likely have employees leaving

Being a supportive manager/employer for people returning to work will motivate that employee to come back sooner!

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Don’t rigidly adhere to defined policies

All absences are presumed innocent unless proven otherwiseCan ask for doctor’s note

If culpable, then discipline may be warranted

Use progressive discipline


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INNOCENT ABSENTEEISM Provide feedback

Speak with employees when they are having trouble

Discipline when warranted

Implement last chance agreements when all else fails (unionized setting)

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ABSENCE ACCOMMODATION An employer can accommodate an employee if there

are scheduling conflicts that result in absences

For example: Single mother cannot get children to the day care until 8am, her shift starts at 8am. She is late almost every day. The employer can accommodate her by starting her shift an hour later.

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Employer has to demonstrate:

Record of excessive absenteeismIncapable of regular attendance in the futureAccommodation to the point of undue

hardship

Follow program of progressive discipline

Terminate with caution = there is always a risk of a grievance or a human rights complaint

TERMINATION: LAST RESORT

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RETURN TO WORK AFTER EXTENDED ABSENCE

Policies are needed in place for Employees returning to work

Management and HR must come together and plan and agree on the terms and conditions that are acceptable

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POLICIES Provide fair and equitable treatment for

employees in receipt of disability benefits

Prove assistance, rehabilitation, and accommodation that promotes productive return to work opportunities for disabled employees with work restrictions.

Employees should never be rushed or pressured back to work by management

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There are a couple of steps to take when an employee returns after an extended absence

1. Meet with the employee- find out how they feel mentally and physically

2. If necessary find out from a doctor if the employee is physically fit to work

3. Create a plan with the employee – if they can return to their job duties right away or you need to modify their job duties

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4. Decide on length of time on modified work, hours per work, pay per hour/week, and anything related to the job

5. Write this out formally in a report

6. Have the employee sign and agree to the terms and conditions

7. Follow up – in a week see how the employee is doing, how they are re-adjusting to working again 53

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PLANNING When creating these plans with employees make sure

that you are consistent!

Remember while everyone’s absences or injuries are different, you must create a plan that suits their needs but also the needs of the company

Note: employees returning back to work might not be as fast paced, remember everyone will recover in their own time

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PLANNING EXERCISE Situation: A meat cutter in a grocery is

returning to work after being injured at work. This worker is on WCB and you have been

advised that they can only work certain hours, has to go to physiotherapy, and cannot lift any

heavy things.

Get together in a small group and create a plan for this worker.

What are the conditions to consider? How can you as an employer make this

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RETURN TO WORK ADJUSTMENTS There are several methods to help an employee

return to work

Changing the number of hours per week the employee has to work

Allowing more breaks in the shiftChanging job duties Consider that employee for another position for the

time beingPartner with another employee to work with

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BEST PRACTICES IN RETURNING EMPLOYEES TO

WORK Different scenarios call for a different

approach on how to accommodate a returning to work employee

Research, speak with HR, and decide the best accommodations

The first time is not always right, remember to monitor and adjust the accommodation if it is not working!

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EXERCISE SCENARIO 1 An employee in an accounting firm has

recently been disabled from the waist down.

What are some of the accommodations to consider?

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A liquor manager is a recovering alcoholic. He is returning to work after spending 3 months in rehab.


EXERCISE SCENARIO 2

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An employee in an office has pneumonia but does not have any more sick days. That employee must return to work.


Should the employee be put on the attendance management program?

EXERCISE SCENARIO 3

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CASE STUDY: NURSE DONNA Donna is a 42-year-old Registered Nurse. She has worked

in a large acute care hospital for the last fifteen years, primarily on a medical ward.

She loves being a nurse and takes a great deal of pride in her work. She is a valued member of her team and often covers for the charge nurse when she is away

It is not unusual for Donna to pick up overtime shifts. Recently, her unit was assigned to a new manager as a result of hospital reorganization.

Donna is recently separated and has been involved in a difficult divorce and custody dispute over her two children.

As well, her mother was diagnosed with breast cancer and moved in with Donna for care and support.

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CASE STUDY: NURSE DONNA Gradually, Donna started feeling overwhelmed by

her responsibilities, both at work and at home. She was constantly tired, and often felt irritable and

moody. She found she easily forgot things and often could

not stay focused on a task. She mentioned this to her family doctor during a

routine visit. After a brief interview, her doctor diagnosed her as

suffering from depression. She was prescribed an antidepressant and it was

suggested that she take a few weeks off work to rest. 62

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CASE STUDY: NURSE DONNA Donna took four weeks off work. She also met with

a counsellor though her organization’s external EAP program.

She attended the allotted six sessions of counselling.

She appreciated the support but found this wasn’t helping to improve her symptoms or functioning.

Although she was not feeling much better she did return to work, in part because of financial concerns, but also because she felt she was letting her coworkers down.

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CASE STUDY: NURSE DONNA Donna worked for two weeks and then stopped due to

continued fatigue, poor concentration and memory as well as unpredictable bouts of tearfulness and feelings of anxiety.

Donna’s doctor increased her medication and suggested she take an additional 3-4 months off work.

She used up her remaining sick time and applied for EI benefits.

However, after this time she Donna was still not able to return to work.

She applied for and was accepted on to Long Term Disability and was referred to a rehabilitation consultant for vocational rehabilitation services.

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CASE STUDY: NURSE DONNA As Management, what returning work plan should

be created?

What factors are there to consider?

What must she do to return to work?

What must her supervisor do to return her to work?

What must her disability consultant do to help her along this process?

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RETURNING EMPLOYEE TO WORK An employee should feel confident they can

return to work

Work out that plan! Make sure everyone understands and agrees with the plan

Accommodate

Absences maybe an indication they are not ready to work yet!

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Benefits plan It is important that small businesses to large

companies have a good comprehensive benefit plan

Invest in employees – a good benefits plan will help retain the good employees

A security for employees – knowing if anything happened to them they would have coverage

Carriers have the flexibility to create a plan that suits your company’s budget and needs

BENEFITS FOR EMPLOYEES RETURNING TO WORK

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EAP Plan Employee Assistance Program Plan Employers pay for a certain number of

counselling sessions for their employees Employees can seek out counselling for advice or

help on how to deal with their daily stress, emotional dilemmas, or build stronger relationships with family/coworkers

Working together: HR and management Plan with your Human Resource people Create policies that protect the company and

employees


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WCB - Workers Worker’s Compensation Benefit Employees injured at work are

compensated by WCB paid by the employer

Assessed by WCB doctors to determine if employee is fit to return to work

http://www.wcb.ab.ca/pdfs/employers/EFS_Personal_Coverage.pdf


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Injured or Sick Employee

Insurance Company& WCB

Supervisor

Return to WorkCoordinator

Union Representative (if any)

Specialized Services

Medical Community

Human Resources/Benefits

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UNDERSTANDING PERFORMANCE IN RELATION TO CURRENT STANDARDS

Performance reviews must be fair and equitable to all employees regardless of race, disability, etc.

Same standards for all employees

The employer should review the returning to worker Tasks assignedWhere completed, Employee’s attitude, Work ethics, etc

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EMPLOYEES RETURNING TO WORK – DEPRESSION

STATISTICS Statistics Canada on Jan. 12, 2007, found that

half a million Canadian workers experience depression and most of them — almost 80 per cent — say the symptoms interfere with their ability to work

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IMPORTANCE OF EARLY INTERVENTION

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STATISTICSWork impairment more likely among

depressed workers Relatively high percentages of workers

who had experienced depression reported specific forms of work impairment.

These included reduced activities because of a long-term health condition, at least one mental health disability day in the past two weeks, and absence from work in the previous week.

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depressed workers About 29% of workers who had had a

recent episode of depression reported reduced work activities because of a long-term health condition. This was three times the proportion of only 10% among those with no history of depression.

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depressed workers As well, 13% of workers who had experienced

depression reported at least one day in the previous two weeks when they had to stay in bed, or cut down on normal activities, or their daily activities took extra effort, because of emotional or mental health or the use of alcohol or drugs.

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depressed workers Only 1% of workers with no history of depression

had taken a mental health disability day in the previous two weeks.

Also, 16% of workers who had had a recent depressive episode had been absent from work in the past week, twice the proportion of 7% of those who had never had a depressive episode.

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Management of depression in the workplace must begin with the workplace. With regard to depression management, neglecting the workplace may result in:Failure to control or eliminate risk factors,

such as conflict with co-workers or supervisors or lack of perceived control over workload, which may initiate or compound depression as well as increase the likelihood of depression relapse

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Delivery of treatments that ignore the depressed person’s relationship to the workplace and thus worsen the disability state

This can include recommendations of “stress leave” without concurrent provision of strategies to maintain or build resilience and coping skills

This can readily result in demoralization, inactivity, and loss of engagement with coworkers 79

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Poor communication between healthcare providers, disability managers, and the workplace, resulting in limited understanding of the depressed worker’s status and delayed or inadequate consideration of appropriate return-to-work strategies.

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UNDERSTANDING THE COURSE OF MENTAL ILLNESS

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Diagnosis

Norm

al

Mood

Sym

pto

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of

Dep

ressio

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2

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4

5

6 7

8

TIME

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Adapted from Janus Associates

STEPS TO PREVENT DEPRESSION IN THE

WORKPLACE

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1. Reducing the presence or severity of organizational and workplace stressorsStress intervention seeks to modify

employment characteristics such as excessive/unpredictable workload, unclear job expectations, or lack of perceived control, all of which have been linked to depressive symptoms

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STEPS TO PREVENT DEPRESSION IN THE WORKPLACE

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2. Increasing the ability of workers to cope with stressExamples of stress management skills are:

Structured problem solving to appraise and respond to problems in a more effective way

Interpersonal strategies for mobilizing support in the workplace

Conflict management to handle disagreements with coworkers;

Relaxation techniques to reduce maladaptive tension

Communication training to clearly and assertively express one’s viewpoint

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TREAT

Supervisor

EAP

Family Physician

Community mental

healthcare

Rehabilitation focused

treatment

Private insurer

WorkersComp

Screen Treat

Occupational health/disability

management 84

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Is a collaborative process which assesses, plans, implements, coordinates, monitors and evaluates options and services required to meet an individual’s health needs using communication and available resources to promote quality, cost effective outcomes

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RETURNING EMPLOYEES- ROLE OF SPIRITUALITY

Spirituality- individual’s search for the sacred

Provides meaning, purpose, & optimismIndividual’s view of self in relations

to otherwise is defined by their early primary caregivers

Expectations for all future relationships developed in adulthood come directly from our childhood

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Increasing spirituality decreases Depression

Religion and spirituality can be the same

Religion helps to define purpose and meaning of who we are

Spirituality can exist without religion


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When a crisis/issue arises, how well we deal with it depends on how well we can copeAttachment Theory The better the childhood – the faster and stronger an

individual can recoverThe worse the childhood – the more easily individuals

can fall into depression or/and have substance abuse

To cope: build spirituality – self esteem, change those relationships in your life, be self- directing

Self Directing: active self – improving yourself and learning how to cope

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THE PERCEPTION OF CREATOR, OR NATURE OR

SPIRITUALITY What does this have to do with

anything?

Benevolent View

Punitive View

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OUR OFFER TO YOU

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Please call if you have any HR, or workplace issue that you are overwhelmed with

We can help you

We also are pleased to do Free Workshops for your organization (some limits apply) Let us know what your needs are and we will make it happen!

CG HYLTON - SERVICES

HR Consulting Job Descriptions Salary Grids Wellness at Work Staff Morale Training and

Workshops

Benefits, Pensions, EAP Strategic Planning Drug and Alcohol

programs Dept re-orgs Leadership

compensation

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Tel 403 264 [email protected]

mailto:[email protected]

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THANK YOU! QUESTIONS?

Chris Hylton

403 264 5288

Toll Free:

1800-449-5866

[email protected]

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return to work: outperform and engage employees

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