Post on 17-Jan-2018
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The Employers Toolkit – Disability Management
Kelly Alarie, RN, COHN, CDMP Cowan Insurance Group Ltd.
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What is A Healthy Workplace?
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What is A Healthy Workplace?
Source: Mental Health Standards
Positive and Supportive Organizational Culture
Psychological and Social Support
Clear Leadership and Expectations
Civility and Respect
Challenging but not overwhelming psychological demands
Growth and Development
Recognition and Reward
Workload Management
Engagement
Work/Life Balance
Psychological Protection
Protection of Physical Safety
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Signs of an Unhealthy Workplace!
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Signs of an Unhealthy Workplace!Absenteeism issues
High Employee and Family Assistance Program usage
High disability claims
Low morale (poor staff perception)
Poor work environment
Low productivity
Higher rate of accidents /incidents (WSIB)
Poor company reputation/high turnover
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EFAP services
Public Health Resources
Seminars from your insurance companies / Disability Management
(DM) providers
On-line resources
Professional Resources (associations and
memberships
Government Resources
Pro-Active Wellness: Available Resources for employers
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Blood Pressure Clinic Nutritional Sessions Stress Management Sleep Hygiene Mental Health Training Smoking Cessation
Pro-Active Wellness: Potential Wellness Programs
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Parenting Classes Mental Health Awareness Marital /Relationship Strengthening Assertiveness Training Balancing Work & Home Dealing With Workplace Stress
Pro-Active WellnessPotential Workshops
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Recent Focus: MENTAL HEALTH
The National Standards of Canada for Psychological Health and Safety in the Workplace released on
January 16th 2013Their mandate has been
prolonged until 2017!
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Benefits to Employees
Increased job satisfaction
Higher Morale
Better physical and mental health
Enhanced motivation
Enhanced motivation
Improved ability to manage stress
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Benefits to Employers
Improved quality, performance, and productivity
Reduced absenteeism and turnover
Fewer accidents and injuries
Better ability to attract and retain top-quality employees
Improved customer service and satisfaction
Lower healthcare costs
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COMMIT: Both by upper
management and unions
PLAN:Utilize the tools;
“do not reinvent the wheel”
IMPLEMENT:Start with your
statement and end with action
EVALUATE: Utilize audit tools to see if it’s making a
difference
REASSESSSet annual dates and improvement dates
as needed
STRATEGIES
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• Better accommodation of our employees• Overcoming stigma• Providing programs towards physically and
psychologically healthy workers• Psychologically and physically healthier workplaces
What Does This Really Mean?
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Acknowledge the employee: “You are looking better”“How are you doing”
Take time to listen“Let me know if you need anything”“It is so nice to have you back”
Regular check backs on how the person is doing
Supportive Return to Work
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• Canada Labour Code• Human Rights Act• Return to Work Legislation (Duty to Accommodate)• Worker’s Safety and Insurance Board (WSIB)• Occupational Health & Safety Act• Various Collective Agreements • Employment Standards
The Laws That Guide
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Workplace Action: Levels of Prevention
• Hire accordingly, train, support
Primary:
• Recognition, provide tools
Secondary:
• Support the identified problem
Tertiary:
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Present your cultureEnsure the qualificationsDiscuss accommodated work If it is not your practice don’t agree to itEnsure you understand what the candidate’s expectations arePresent your team’s personalityAsk questions pertaining to personality traits
Employer’s Toolkit: Step 1-Are you building the right team
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Health & Safety PolicyProper training and follow up Proper reporting Proper investigationsProper reviews Employer and employee InputPro-active with inspections and not
reactive with incidents?
Employer’s Toolkit: Step 2- Is the workplace physically safe?
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Policy in place utilizing Mental Health StandardsProper training and follow up Proper reporting Proper investigationsProper reviews Employer and employee inputPro-active steps to acknowledge issues and prevent
incidents?
Employer’s Toolkit: Step 3- Is the workplace psychologically safe?
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Employer and employee training Modified work is available and expectedHR/Management tracking of disabled workerOngoing communication with disabled workerAre you aware of the nature of the absence,
ongoing treatment and prognosisOngoing review of the programEmployer and employee inputACCOMMODATION
Employer’s Toolkit: Step 4-Are you managing disabled workers?
Accommodation Process: Provide the following:
Nature of illness
Permanent or temporary (i.e. prognosis)
Detailed restrictions/limitations flowing from the disability
Basis for the medical conclusions (not results)
Effects of treatment, including medications
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Policy in place for both occupational and non-occupational absencesProper orientation upon hiringManager and employee training Proper listings of modified work availableManagers responsibility of the modified budgetSupportive environment for returning workersOngoing review of the programEmployer and employee input
Employer’s Toolkit: Step 5-Is there modified work in place?
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RecognizedRewardedCompensated Cared for…
Employer’s Toolkit: Step 6-Are your workers remaining at work?
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Programs available for managementPrograms available for employeesOn-going evaluation of providers Assessment of resultsUtilization of statistics to focus programmingUtilization of existing resources (EFAP, insurers, public health, Cowan)Modify programs as required
Employer’s Toolkit: Step 7-Proactive Wellness
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Challenges in Disability Management
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Overall, since 2000, both the incidence and the number of days lost for personal reasons (illness or disability, and personal or family responsibilities) have shown a rising trend
Industries with higher absence rates include: health care and social assistance (14.1 days), transportation and warehousing (13.0) and public administration (12.5)
Compared to lowest averages by full-time workers in primary industries (6.5) and in professional, scientific and technical services (6.7)
Whether full or part week, overall women's absence rates are higher from 1999 to 2009
(Statistics Canada - Catalogue no. 75-001X)
Disability Management Statistics
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Distinction between culpable v. non-culpable absenteeism is key
AMP should have two approaches/streams:
Culpable absences - Disciplinary response
Non-culpable absences - Non-disciplinary response“Duty to accommodate to the point of undue hardship”…..
(Emond Harnden – Ottawa Ontario)
Culpable vs Non-culpable
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Set out benchmarks for identifying a threshold level of absenteeism which draws employees into the AMP
Set out a procedure for counselling employees, and measures that can be taken to improve attendance (supportive)
Establish a series of escalating steps (i.e. meetings with higher levels of management)
Put employee on notice that dismissal may result from continued unacceptable rates of absenteeism (only after accommodation to the point of undue hardship)
(Emond Harnden – Ottawa Ontario)
Attendance Management Program
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Disability Management Cases
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• The Standard - Download CAN/CSA-Z1003-13/BNQ 9700-803/2013 Standard (http://www.csa.ca/documents/publications/CAN_CSA-Z1003-13_BNQ_9700-803_2013_EN.pdf)
• The Guide - http://www.mentalhealthcommission.ca/English/node/505?terminitial=30
• Public Health Units in Ontario http://www.alphaweb.org/?page=PHU
• Cowan Insurance Group – Health & Disability kelly.alarie@cowangroup.ca
Resources
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Questions?