Disability Management Training

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Disability Management TrainingDisability Management Training

Improving Supervisor Response to Workplace Injury and Illness

WorkCompEdge

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AgendaAgenda

• The importance of your role• Business rationale for early return to work

and a supportive attitude • What you can do before, during, and after an

injury or illness• Musculoskeletal disorders• Problem-solving using ergonomics• Review

INTRODUCTION

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Your Experience with Disability?Your Experience with Disability?

• Your experience with disability is an important learning tool.

INTRODUCTION

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Who is involved?Who is involved?

• Doctor• Company nurse• Supervisor• Claims adjuster• Human resources• Employee

INTRODUCTION

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Your Response is KeyYour Response is Key

• Supervisor responsiveness is a major factor in their decision to return to work.

• Negative employer response and lack of contact with employee while on disability leave correlates with prolonged lost time.

• Supervisor and co-worker support reduces disability among workers with chronic pain and mental health disorders.

• Low supervisor support is even a risk factor for developing low back pain.

INTRODUCTION

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What Can Prolong Lost Time?What Can Prolong Lost Time?

• Supervisor:– Responds negatively– Fails to contact employee

regularly during disability leave

– Is not interested in employee’s return to work

– Is inflexible towards accommodation

INTRODUCTION

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What Can Prolong Lost Time?What Can Prolong Lost Time?

• Non-disability sources of conflict:– Poor performance– Organizational issues– Negative work relationships– Disciplinary or pay issues– Workload concerns– Job dissatisfaction

INTRODUCTION

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What Can Prolong Disability? What Can Prolong Disability?

• Psychological barriers: – Personal fears and anxieties– Decline in self-esteem – Depletion of personal financial resources – Family problems – Potential loss of position or status at work

INTRODUCTION

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A Realistic Look at Lost TimeA Realistic Look at Lost Time

• In some cases, lost time is necessary:– Serious injuries– Serious medical issues during recovery– Discipline or performance issues

INTRODUCTION

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Your RoleYour Role

• Problem-solve• Respond • Communicate• Accommodate

INTRODUCTION

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Business RationaleBusiness Rationale

BUSINESS RATIONALE

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OverviewOverview

• Injured or ill employees are often away from work unnecessarily.

• Most injured or ill people are capable of doing some kind of productive work.

• Long disability leave hurts employees.• Your response can reduce the frequency and

duration of disability leave.

BUSINESS RATIONALE

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The Prevalence of Injury and IllnessThe Prevalence of Injury and Illness

• 1.2 million injuries and illnesses requiring days away from work

• 7 - median number of days away from work• 4 out of 10 injuries and illnesses were sprains

or strains, most from overexertion or falls

BUSINESS RATIONALE

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The Cost of Lost TimeThe Cost of Lost Time

• Lost time injuries are the most expensive type of injury.

• Lost time costs employers between 4% and 6% of total payroll.

• Early return to work can reduce workers’ comp costs by as much as 30% to 60%.

• Workers who return to work within 3 or 4 days are much less likely to file lost time claims.

• Injured workers away from work for 6 months only have a 50% chance of returning to work at all.

BUSINESS RATIONALE

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The Downside of Lost TimeThe Downside of Lost TimeEmployee Supervisor Company

• Pressure to keep up productivity with fewer workers

• Higher benefits costs

• Lower productivity

• Restless or bored• Unproductive• Isolated

BUSINESS RATIONALE

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Goals of This TrainingGoals of This Training

This training will help you to:• Reduce injury and illness through

– Early detection– Problem solving– Encouraging employee reporting of concerns

• Reduce or prevent lost time through effective communication

• Improve long-term health outcomes through return-to-work accommodation efforts

BUSINESS RATIONALE

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You Will Be Able To:You Will Be Able To:

• Problem-solve• Respond in a positive manner:

– Flexible– Supportive– Understanding

• Communicate• Accommodate

BUSINESS RATIONALE

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Why is Training Effective?Why is Training Effective?

• Early reporting and timely medical care prevents “escalation” of injury to lost time.

• Validated employees feel less need to seek validation through medical treatment.

• Supervisors learn how to be flexible and create accommodations.

• Reductions in risk factors reduce injuries.• Increased awareness of health and safety

improves health and safety.

BUSINESS RATIONALE

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Benefits to All StakeholdersBenefits to All Stakeholders

• Better relationship with employees

• Create value for your company

• Fewer injury claims• Reduced medical

and disability costs• Higher productivity• Improved morale

• Reduced time away from work

• Better health outcome

BUSINESS RATIONALE

Employee Supervisor Company

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Supervisor ActionsSupervisor Actions

SUPERVISOR ACTIONS

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What You Can DoWhat You Can Do

• Before injury or illness• When an illness or injury occurs• After injury or illness

– Before employee returns to work– After employee returns to work

SUPERVISOR ACTIONS

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Before Injury or IllnessBefore Injury or Illness

• Create a safe workplace to reduce employee injuries.

• Create a respectful and communicative work environment.

• Communicate company policies on safety, disability, and accommodation.

• Develop job descriptions for doctors. • Use problem-solving skills to be prepared for

high-risk jobs and likely sources of injuries. • Plan for accommodation with job

modifications or alternative tasks.

SUPERVISOR ACTIONS

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Communication SkillsCommunication Skills

• Respectful communication can encourage– Early reporting of injuries– Shorter time away from work– Fewer disability claims

• Communication skills include:– Two-way communication– Active listening– Responding appropriately

SUPERVISOR ACTIONS

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Two-Way CommunicationTwo-Way Communication

• Solicit input from employees• Encourage early reporting• Be approachable

SUPERVISOR ACTIONS

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Communication Skills Active ListeningCommunication Skills Active Listening

• Meet privately • Keep it confidential• Use active listening skills

– Eye contact and nod – Reflect back what was said and the feelings conveyed– Suspend thoughts and judgments– Keep your mind free of distractions– Pay attention!

SUPERVISOR ACTIONS

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When Illness or Injury OccursWhen Illness or Injury Occurs

1. Make immediate decisions about the kinds of attention required

2. Facilitate access to corporate and medical resources

3. Communicate– With management– With the employee

SUPERVISOR ACTIONS

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Make Immediate DecisionsMake Immediate Decisions

• Ambulance• On-site nurse• Doctor• Hospital • Err on the side of caution.• Follow company policy.

SUPERVISOR ACTIONS

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Facilitate Access to Corporate andMedical ResourcesFacilitate Access to Corporate andMedical Resources

• Get the employee the attention needed.– Make phone calls.– Accompany employee to site of medical care, if possible.

• Take job description and other forms.• Explain corporate policies.

SUPERVISOR ACTIONS

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Communicate with ManagementCommunicate with Management

• Promptly report all employee work-related illness and injuries.

• Complete and send paperwork.

• Report all “near misses” for hazard reduction.

SUPERVISOR ACTIONS

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Communicate with EmployeesCommunicate with Employees

• Ensure employees report injuries immediately.

• Interpret corporate policies.• Monitor the employee’s health and function –

an ongoing job.• Use your communication skills

– Keep it confidential.– Actively listen. – Show concern and support.

SUPERVISOR ACTIONS

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Communication Skills Responding AppropriatelyCommunication Skills Responding Appropriately

• Show concern and willingness to help • Validate – to confirm the employee’s feelings• Take action• Follow up

SUPERVISOR ACTIONS

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Communication Skills Responding AppropriatelyCommunication Skills Responding Appropriately

• Understanding• Supportive• Caring and concerned• Helpful• Validating

SUPERVISOR ACTIONS

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Before Return-to-WorkBefore Return-to-Work

• Interacting with doctors

• After the doctor visit• Making decisions

about returning to work status

• Keeping in touch

SUPERVISOR ACTIONS

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Interacting with DoctorsInteracting with Doctors

What doctors need to know • Employee’s job:

– Job description and requirements– Tasks performed– Work conditions

• Possible transitional work assignments

• Your willingness to comply with doctor’s restrictions and to support employee during recovery

• Your contact information

SUPERVISOR ACTIONS

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Interacting with DoctorsInteracting with Doctors

• Can the employee return to work?

• When can the employee return to work?

• What restrictions will the employee have?

• How can I best accommodate the employee during recovery?

Potentially Illegal Questions • What is the diagnosis?• What treatment will he or

she receive?

SUPERVISOR ACTIONS

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After the Doctor VisitAfter the Doctor Visit

• Doctor’s instructions• Return to work options• The next step

– Date of next medical visit – Permitted employee activities

during recovery– Contact person for employee’s

medical questions – Supervisor-employee

communication plan

SUPERVISOR ACTIONS

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Return-to-Work StatusReturn-to-Work Status

• Return to full work duty with no or few restrictions

• Stay home for a while• Transitional Work Assignment

SUPERVISOR ACTIONS

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Keeping in TouchKeeping in Touch

• Stay in touch with recovering employees.

• Demonstrate your concern and desire to see the employee back at work.

• Make a communication plan together.

• Encourage co-workers to communicate with employee.

• Stay updated on recovery progress.

SUPERVISOR ACTIONS

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Communication PlanCommunication Plan

• How often will you call? • What manner or attitude will you have?• What will you talk about?

– Yes: you want them back at work, their recovery process– No: specific medical diagnosis or treatment

• Who else?– Which co-workers call the employee? – Who else should you keep in touch with?

SUPERVISOR ACTIONS

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BreakBreak

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Welcome Back From Your BreakWelcome Back From Your Break

• Before injury or illness• When an illness or injury occurs• After injury or illness

– Before employee returns to work– After employee returns to work

SUPERVISOR ACTIONS

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After Return-to-WorkAfter Return-to-Work

• Transitioning employee back to work– Before employee’s return– First day back and the return-to-work meeting– On-going

• Accommodations– How to plan accommodations and transitional work

assignments– Gaining support

SUPERVISOR ACTIONS

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Transitioning Employee Back to WorkTransitioning Employee Back to Work• In advance:

– Update co-workers– Prepare for employee’s transitional

work

• First day back and the return-to-work meeting

• Ongoing:– Check in from time to time– Meet regularly to discuss recovery

and work modifications

SUPERVISOR ACTIONS

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Return-to-Work MeetingReturn-to-Work Meeting

• Welcome• Doctor’s restrictions and your support• Accommodations and new job duties

– Safety information

• Any changes at work • Employee’s concerns• Communication plan for recovery information• Deal with company paperwork

SUPERVISOR ACTIONS

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AccommodationAccommodation

• How to plan accommodations• How to gain the support of everyone involved• How to implement, monitor, and modify as

needed

SUPERVISOR ACTIONS

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Planning AccommodationPlanning Accommodation

• Types of accommodations– Formal– Informal

SUPERVISOR ACTIONS

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Planning AccommodationPlanning Accommodation

• Light duty• Part-time• Change existing job duties• Totally new job duties

SUPERVISOR ACTIONS

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Transitional Work AssignmentTransitional Work Assignment

Why transitional work?• Provides a normal routine and a productive

meaningful activity for employee during healing process

• Gets the benefit of employee’s contribution during healing process

• Allows employee to return gradually to wellness and normal work, rather than go abruptly from complete unemployment to full employment

SUPERVISOR ACTIONS

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Transitional Work AssignmentTransitional Work Assignment

Results:• Employee: Enjoys faster recuperation, better

outcomes• Co-workers: Demonstrate company policy and

build trust• Company: Reduces costs and increases

productivity

SUPERVISOR ACTIONS

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Gaining SupportGaining Support

• Addressing feelings and concerns of all employees

• Communication– Regular updates– Changes to job duties

• What else can you do to gain support and to create a supportive environment?

SUPERVISOR ACTIONS

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Musculoskeletal DisordersMusculoskeletal Disorders

MUSCULOSKELETAL DISORDERS

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• Can cause long-term problems and require accommodations at work

• Invisible injuries• Diagnosis depends on patient report• Symptoms may be inconsistent• Recovery unpredictable


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MSDs can result from:• Reaction or bending• Climbing• Crawling• Reaching• Twisting• Overexertion • Repetition

MSDs are NOT caused by:

• Slips• Trips• Falls• Car accidents• Similar accidents


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• Account for 30% of injuries and illnesses with days away from work

• Consistently account for about 1/3 of all injuries and illnesses

• MSDs result in a median of 9 days away from work

• MSDs can result in some of the longest disability leave


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Characteristics of MSDs: • Variable course of

recovery• Lack of accurate tools for

precise diagnosis• Range of treatment• Frustration caused by

persistent or recurring pain


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MSDs at Your FacilityMSDs at Your Facility

• What kinds of MSDs do you encounter?• What are some causes of MSDs at your

workplace?• What kinds of accommodations have you

made for workers with MSDs?• How have co-workers reacted to employees

with MSDs?


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General Problem-SolvingGeneral Problem-Solving

1. Identify the problem. 2. Identify possible solutions.3. Implement the best solution.4. Collaborate with employees throughout the

process.


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Identify the ProblemIdentify the Problem

• What are common risk factors?

• What are common injury sites / locations?

• What are common causes of injury?

• What types of injury are most common?


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Find Solutions: Analyze the WorkplaceFind Solutions: Analyze the Workplace• Worker behavior and attitudes:

– Posture– Body movement– Duration at workstation– Feelings and attitudes

• Working environment:– Health and safety environment– Company attitudes and policies– Training– Enforcement of policies


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Problem-Solving with ErgonomicsProblem-Solving with Ergonomics

• Fits the work to the body

• Reduces the risk of injury

• Enhances safety, comfort, productivity, and efficiency

• Prevents MSDs and handles existing MSDs


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Before Injury or IllnessBefore Injury or Illness

• Create a workplace that is:– Safe– Respectful – Communicative

• Promote company policies on safety, disability, and accommodation.

• Develop job descriptions. • Prepare for high-risk jobs and likely sources of

injuries. • Plan for accommodation.

REVIEW &CONCLUSION

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When Injury or Illness OccursWhen Injury or Illness Occurs

• Make immediate decisions about the kinds of attention required

• Facilitate access to corporate and medical resources

• Communicate with management and employee– Two-way communication– Actively listen– Respond appropriately

REVIEW &CONCLUSION

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After Injury or IllnessAfter Injury or Illness

Before return to work:• Interacting with doctors• After the doctor visit• Deciding on return-to-work status• Keeping in touch

REVIEW &CONCLUSION

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After Injury or IllnessAfter Injury or Illness

After return to work:• Preparing for the employee’s return• Return-to-work meeting• On-going communication• Planning accommodations and transitional

work assignments• Gaining support

REVIEW &CONCLUSION

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Key PointsKey Points

• Discourage employees from staying home unnecessarily.

• Show all employees that they are capable of doing some kind of productive work.

• Improve employees’ physical and mental health by shortening and reducing disability leave.

• Create a safe and positive work environment that employees want to return to.

• Regularly review your notes from your training and support other supervisors in training to reduce the frequency and duration of disability.

REVIEW &CONCLUSION

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A Trained Supervisor Can…A Trained Supervisor Can…

• State the importance of supervisor response to reducing the frequency and duration of lost time.

• List causes and symptoms of musculoskeletal disorders and characteristics of MSDs.

• Reduce, prevent, and respond to health issues using ergonomics and problem-solving skills.

REVIEW &CONCLUSION

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A Trained Supervisor Can…A Trained Supervisor Can…

• Reduce injury and illness and reduce workplace disability by creating a safe and communicative workplace.

• Make decisions and facilitate access to resources when an injury or illness occurs.

• After an injury or illness occurs:– Shorten length and frequency of disability by responding in a

caring and supportive manner and by keeping in touch.– Improve long-term outcomes through accommodation efforts.

REVIEW &CONCLUSION

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ResourcesResources

• OSHA offers ergonomics information, e-tools, and industry-specific and task-specific guidelines

• The Bureau of Labor Statistics supplies industry-specific data on common causes of injury and illness.

• WorkCompEdge provides other training materials and tools to learn more.

• Our company’s resources

REVIEW &CONCLUSION

Disability Management Training

Documents

Transcript of Disability Management Training