1

The Employers Toolkit – Disability Management

Kelly Alarie, RN, COHN, CDMP Cowan Insurance Group Ltd.

2

What is A Healthy Workplace?

3

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

4

Signs of an Unhealthy Workplace!

5

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

6

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

7

Blood Pressure Clinic Nutritional Sessions Stress Management Sleep Hygiene Mental Health Training Smoking Cessation

Pro-Active Wellness: Potential Wellness Programs

8

Parenting Classes Mental Health Awareness Marital /Relationship Strengthening Assertiveness Training Balancing Work & Home Dealing With Workplace Stress

Pro-Active WellnessPotential Workshops

9

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!

10

Benefits to Employees

Increased job satisfaction

Higher Morale

Better physical and mental health

Enhanced motivation

Enhanced motivation

Improved ability to manage stress

11

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

12

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

13

• 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?

14

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

15

• 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

16

Workplace Action: Levels of Prevention

• Hire accordingly, train, support

Primary:

• Recognition, provide tools

Secondary:

• Support the identified problem

Tertiary:

17

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

18

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?

19

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?

20

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

21

22

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?

23

RecognizedRewardedCompensated Cared for…

Employer’s Toolkit: Step 6-Are your workers remaining at work?

24

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

25

Challenges in Disability Management

26

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

27

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

28

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

29

Disability Management Cases

30

• 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

31

Questions?