2. 3-4 Introduction to Toronto Training and HR
5-6 Definition
Contents 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
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
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13. The ‘invisible’ disability 1 of 2
CREATING A SUCCESSFUL CASE OR DISEASE
MANAGEMENT PROGRAM:
Organize data around a person
Identify and stratify enrollees first through
predictive modelling or reaching out with a phone
call from a health care professional letting them
know that their company offers free, confidential
and secure programs
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14. The ‘invisible’ disability 2 of 2
CREATING A SUCCESSFUL CASE OR DISEASE
MANAGEMENT PROGRAM:
Enroll those who would benefit from the program's
services
Foster engagement between nurse and patient
Highlight the importance of reporting and analytics
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20. Disability considerations for
colleges 1 of 5
Creating a supportive environment for disabled
students does not mean that a college
automatically becomes a positive employer of
disabled people-colleges need to make an
additional, positive commitment to do this
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21. Disability considerations for
colleges 2 of 5
Successfully employing disabled people requires
more than adhering to a checklist of requirements-
it is about creating a culture and ethos of inclusion
and is a cumulative process, and the advice of
more than one disabled member of staff was not
to wait until you had everything in place but to
‘Just do it!’
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22. Disability considerations for
colleges 3 of 5
Widen your recruitment procedures to include
notifications of vacancies to local voluntary
disability organizations and via your own cohort of
disabled students
Ensure that all applicants know from the outset
that you are an organization which welcomes and
supports disabled employees
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23. Disability considerations for
colleges 4 of 5
If disabled people are to be positively employed in
your organization, this requires the support of all
people-ensure all your employees receive disability
and equality training
Look at the best ways of ensuring that disabled
people in your organisation have their views
listened to and acted upon, and be guided by the
staff themselves as to the most appropriate way
for this to happen within your organization
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24. Disability considerations for
colleges 5 of 5
Of course ensure that you are scrupulously
adhering to disability legislation, but also
remember that legislation alone does not increase
understanding
Aim to create a culture which doesn’t have a fixed
view of what is ‘normal’’ where all employees feel
confident that they can be open about any
physical or mental difficulties they might have,
knowing that appropriate support will be available
if and when they require it
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26. Prevention 1 of 10
ROLE OF PREVENTION
Promote health, safety and wellness in the
workplace
Identify and help prevent injury and illness arising
from risks and hazards in the workplace
Provide support to employees to help prevent
threats to health from escalating
Provide a psychologically healthy workplace
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27. Prevention 2 of 10
ROLE OF PREVENTION
Support early interventions so that employees can
remain at work
Provide an enabling workplace
Increase and promote training and awareness of
disability management
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28. Prevention 3 of 10
KEY ELEMENTS
Legislative requirements
Policies, programs and services
Employee awareness
Occupational health & safety policies and
standards
Employee Assistance Programs
Workplace health and safety
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29. Prevention 4 of 10
BUILDING A SAFE AND HEALTHY WORKING
ENVIRONMENT
Developing an active workplace wellbeing strategy
Training in maintaining a safe and healthy work
environment, both physical and psychological
Having a proactive accommodation process in
place
Encouraging employees to be actively engaged in
their own health
An Occupational Health and Safety program
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30. Prevention 5 of 10
PROACTIVE STRATEGIES
Be familiar with programs, policies and initiatives
designed to build a healthy work culture and
promote employee health
Remind managers to meet their legal obligation to
ensure the health and safety of employees
Encourage managers to promote the workplace
well-being of employees
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31. Prevention 6 of 10
PROACTIVE STRATEGIES
Actively promote wellness by encouraging
employees to maintain healthy lifestyle choices,
work-life balance, and awareness of health issues
Encourage employees to utilize
resources/information for improving their health
and well-being
Educate employees on resources, including the
Employee Assistance Program
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32. Prevention 7 of 10
PROACTIVE STRATEGIES
Engage workplace health and safety committees to
ensure that the work environment is monitored to
prevent accidents and injuries
Reducing/minimizing workplace injuries through
hazard prevention programs, reporting hazardous
occurrences, ergonomic assessments and personal
protective equipment
Help employees deal effectively with interpersonal
or organizational conflict, including harassment
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33. Prevention 8 of 10
PROACTIVE STRATEGIES
Ensure that both managers and employees are
aware of the procedures to help prevent or
minimize injury in emergencies
Create and promote a work culture of respect and
inclusiveness in which employees feel comfortable
discussing challenges and concerns
Provide support and opportunities to encourage
employee growth and development
Personal learning plans
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34. Prevention 9 of 10
PROACTIVE STRATEGIES
Work to decrease common causes of stress at
work that can threaten mental and physical health
Be clear about performance and behavioural
expectation
Performance management plans/agreements
Ensure that employees have all the tools,
information and equipment needed to do their jobs
effectively, and that their skills are aligned with
their job requirements
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35. Prevention 10 of 10
PROACTIVE STRATEGIES
Work to create the best possible work environment
for employees and management by planning for an
inclusive workplace, managing work demands,
assisting employees in effectively managing
workload and priorities and whenever possible,
allowing employees flexibility and control around
their work and input into decision making
Provide rewards and recognition for work well
done
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37. Recovery 1 of 3
What is support for recovery?
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38. Recovery 2 of 3
KEY ELEMENTS FOR RECOVERY
Long-term disability plans and workers'
compensation that provide income replacement
and rehabilitation services
Health care benefits
Early intervention
Case management for planning a timely and
successful return to work
Ongoing communication
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39. Recovery 3 of 3
FUNDAMENTALS
Work may help recovery
Recognizing signs
Early intervention strategies
Successful interventions
Promising practices
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41. Accommodation 1 of 3
Definition
Examples of accommodation
Responsibilities
Elements needed
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42. Accommodation 2 of 3
FUNDAMENTALS
Duty to accommodate
Undue hardship
What is a bona fide occupational requirement?
Accommodation process
Roles and responsibilities relating to duty to
accommodate
Accommodation options
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45. Remain at work plans 1 of 5
BASED ON BELIEFS THAT:
Adjustments and accommodations can often be
made to the workplace so that the employee can
safely remain at work
Many employees can safely perform productive
and meaningful work while they are recovering
from an injury or illness
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46. Remain at work plans 2 of 5
BASED ON BELIEFS THAT:
Some illnesses are episodic, and adjustments to
the workplace / work environment can be made to
have employees attached to the workplace
through remain-at-work planning
Attachment to work is beneficial and part of
recovery for employees
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47. Remain at work plans 3 of 5
WHEN ESTABLISHING:
Discuss potential workplace barriers, where
applicable, to ensure that they have been
identified, addressed and mitigated where possible
Assess the situation with employees—different
situations require different solutions (trade union
representatives can assist, at the employee's
request)
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48. Remain at work plans 4 of 5
WHEN ESTABLISHING:
Involve Human Resources in actions that may be
required—identify and discuss options
Outline work adjustments, objectives and
expectations where they need to be modified
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49. Remain at work plans 5 of 5
FUNDAMENTALS
Communication
Principles to remember
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