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All about disability April 2012

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  • 1. All about disabilityby Toronto Training and HR April 2012
  • 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-8 Post-termination income 9-11 Disability management 12-14 The ‘invisible’ disability 15-16 Barriers to employment 17-18 Hiring disabled people 19-24 Disability considerations for colleges 25-35 Prevention 36-39 Recovery 40-43 Accommodation 44-49 Remain at work plans 50-51 Case study 52-53 Drill 54-55 Conclusion and questions Page 2
  • 3. Introduction Page 3
  • 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  • 5. Definition Page 5
  • 6. DefinitionDisability Page 6
  • 7. Post-termination income Page 7
  • 8. Post-termination incomeJensen v Schaeffler Canada Page 8
  • 9. Disability management Page 9
  • 10. Disability management 1 of 2DefinitionBuilding a programGuiding principlesSteps to take Page 10
  • 11. Page 11
  • 12. The ‘invisible’ disability Page 12
  • 13. The ‘invisible’ disability 1 of 2CREATING A SUCCESSFUL CASE OR DISEASEMANAGEMENT PROGRAM:Organize data around a personIdentify and stratify enrollees first throughpredictive modelling or reaching out with a phonecall from a health care professional letting themknow that their company offers free, confidentialand secure programs Page 13
  • 14. The ‘invisible’ disability 2 of 2CREATING A SUCCESSFUL CASE OR DISEASEMANAGEMENT PROGRAM:Enroll those who would benefit from the programsservicesFoster engagement between nurse and patientHighlight the importance of reporting and analytics Page 14
  • 15. Barriers to employment Page 15
  • 16. Barriers to employmentIssues in educationIssues in trainingExperience and employment supportFinancial barriers Page 16
  • 17. Hiring disabled people Page 17
  • 18. Hiring disabled peopleQuestions that can be askedQuestions that cannot be asked Page 18
  • 19. Disability considerations for colleges Page 19
  • 20. Disability considerations for colleges 1 of 5Creating a supportive environment for disabledstudents does not mean that a collegeautomatically becomes a positive employer ofdisabled people-colleges need to make anadditional, positive commitment to do this Page 20
  • 21. Disability considerations for colleges 2 of 5Successfully employing disabled people requiresmore than adhering to a checklist of requirements-it is about creating a culture and ethos of inclusionand is a cumulative process, and the advice ofmore than one disabled member of staff was notto wait until you had everything in place but to‘Just do it!’ Page 21
  • 22. Disability considerations for colleges 3 of 5Widen your recruitment procedures to includenotifications of vacancies to local voluntarydisability organizations and via your own cohort ofdisabled studentsEnsure that all applicants know from the outsetthat you are an organization which welcomes andsupports disabled employees Page 22
  • 23. Disability considerations for colleges 4 of 5If disabled people are to be positively employed inyour organization, this requires the support of allpeople-ensure all your employees receive disabilityand equality trainingLook at the best ways of ensuring that disabledpeople in your organisation have their viewslistened to and acted upon, and be guided by thestaff themselves as to the most appropriate wayfor this to happen within your organization Page 23
  • 24. Disability considerations for colleges 5 of 5Of course ensure that you are scrupulouslyadhering to disability legislation, but alsoremember that legislation alone does not increaseunderstandingAim to create a culture which doesn’t have a fixedview of what is ‘normal’’ where all employees feelconfident that they can be open about anyphysical or mental difficulties they might have,knowing that appropriate support will be availableif and when they require it Page 24
  • 25. Prevention Page 25
  • 26. Prevention 1 of 10ROLE OF PREVENTIONPromote health, safety and wellness in theworkplaceIdentify and help prevent injury and illness arisingfrom risks and hazards in the workplaceProvide support to employees to help preventthreats to health from escalatingProvide a psychologically healthy workplace Page 26
  • 27. Prevention 2 of 10ROLE OF PREVENTIONSupport early interventions so that employees canremain at workProvide an enabling workplaceIncrease and promote training and awareness ofdisability management Page 27
  • 28. Prevention 3 of 10KEY ELEMENTSLegislative requirementsPolicies, programs and servicesEmployee awarenessOccupational health & safety policies andstandardsEmployee Assistance ProgramsWorkplace health and safety Page 28
  • 29. Prevention 4 of 10BUILDING A SAFE AND HEALTHY WORKINGENVIRONMENTDeveloping an active workplace wellbeing strategyTraining in maintaining a safe and healthy workenvironment, both physical and psychologicalHaving a proactive accommodation process inplaceEncouraging employees to be actively engaged intheir own healthAn Occupational Health and Safety program Page 29
  • 30. Prevention 5 of 10PROACTIVE STRATEGIESBe familiar with programs, policies and initiativesdesigned to build a healthy work culture andpromote employee healthRemind managers to meet their legal obligation toensure the health and safety of employeesEncourage managers to promote the workplacewell-being of employees Page 30
  • 31. Prevention 6 of 10PROACTIVE STRATEGIESActively promote wellness by encouragingemployees to maintain healthy lifestyle choices,work-life balance, and awareness of health issuesEncourage employees to utilizeresources/information for improving their healthand well-beingEducate employees on resources, including theEmployee Assistance Program Page 31
  • 32. Prevention 7 of 10PROACTIVE STRATEGIESEngage workplace health and safety committees toensure that the work environment is monitored toprevent accidents and injuriesReducing/minimizing workplace injuries throughhazard prevention programs, reporting hazardousoccurrences, ergonomic assessments and personalprotective equipmentHelp employees deal effectively with interpersonalor organizational conflict, including harassment Page 32
  • 33. Prevention 8 of 10PROACTIVE STRATEGIESEnsure that both managers and employees areaware of the procedures to help prevent orminimize injury in emergenciesCreate and promote a work culture of respect andinclusiveness in which employees feel comfortablediscussing challenges and concernsProvide support and opportunities to encourageemployee growth and developmentPersonal learning plans Page 33
  • 34. Prevention 9 of 10PROACTIVE STRATEGIESWork to decrease common causes of stress atwork that can threaten mental and physical healthBe clear about performance and behaviouralexpectationPerformance management plans/agreementsEnsure that employees have all the tools,information and equipment needed to do their jobseffectively, and that their skills are aligned withtheir job requirements Page 34
  • 35. Prevention 10 of 10PROACTIVE STRATEGIESWork to create the best possible work environmentfor employees and management by planning for aninclusive workplace, managing work demands,assisting employees in effectively managingworkload and priorities and whenever possible,allowing employees flexibility and control aroundtheir work and input into decision makingProvide rewards and recognition for work welldone Page 35
  • 36. Recovery Page 36
  • 37. Recovery 1 of 3What is support for recovery? Page 37
  • 38. Recovery 2 of 3KEY ELEMENTS FOR RECOVERYLong-term disability plans and workerscompensation that provide income replacementand rehabilitation servicesHealth care benefitsEarly interventionCase management for planning a timely andsuccessful return to workOngoing communication Page 38
  • 39. Recovery 3 of 3FUNDAMENTALSWork may help recoveryRecognizing signsEarly intervention strategiesSuccessful interventionsPromising practices Page 39
  • 40. Accommodation Page 40
  • 41. Accommodation 1 of 3DefinitionExamples of accommodationResponsibilitiesElements needed Page 41
  • 42. Accommodation 2 of 3FUNDAMENTALSDuty to accommodateUndue hardshipWhat is a bona fide occupational requirement?Accommodation processRoles and responsibilities relating to duty toaccommodateAccommodation options Page 42
  • 43. Accommodation 3 of 3 Page 43
  • 44. Remain at work plans Page 44
  • 45. Remain at work plans 1 of 5BASED ON BELIEFS THAT:Adjustments and accommodations can often bemade to the workplace so that the employee cansafely remain at workMany employees can safely perform productiveand meaningful work while they are recoveringfrom an injury or illness Page 45
  • 46. Remain at work plans 2 of 5BASED ON BELIEFS THAT:Some illnesses are episodic, and adjustments tothe workplace / work environment can be made tohave employees attached to the workplacethrough remain-at-work planningAttachment to work is beneficial and part ofrecovery for employees Page 46
  • 47. Remain at work plans 3 of 5WHEN ESTABLISHING:Discuss potential workplace barriers, whereapplicable, to ensure that they have beenidentified, addressed and mitigated where possibleAssess the situation with employees—differentsituations require different solutions (trade unionrepresentatives can assist, at the employeesrequest) Page 47
  • 48. Remain at work plans 4 of 5WHEN ESTABLISHING:Involve Human Resources in actions that may berequired—identify and discuss optionsOutline work adjustments, objectives andexpectations where they need to be modified Page 48
  • 49. Remain at work plans 5 of 5FUNDAMENTALSCommunicationPrinciples to remember Page 49
  • 50. Case study Page 50
  • 51. Case study Page 51
  • 52. Drill Page 52
  • 53. DrillPage 53
  • 54. Conclusion and questions Page 54
  • 55. Conclusion and questionsSummaryVideosQuestions Page 55