C13_Kelloway_MOHS8e_final.pptx

3. Learning Objectives • After reading this chapter, you should be able to: – Articulate the financial and legal motivations for disability management programs – Describe the goals and values of disability management programs – Discuss the important outcomes used to evaluate disability management efforts – Discuss the best practices in disability management programming 13-3 Copyright © 2021 by Nelson Education Ltd. continued…

4. Learning Objectives • After reading this chapter, you should be able to: – Consider the benefits of return-to-work planning – Describe the common methods and approaches used in workplace accommodation – Identify the stakeholders in disability management programs – Consider potential barriers to successful disability management 13-4 Copyright © 2021 by Nelson Education Ltd.

5. Poll Open the MindTap Mobile App and select your course. Organizations are expected to engage in reasonable workplace accommodations at any cost. a) True b) False - undue hardship to employer Copyright © 2021 by Nelson Education Ltd. 13-5

6. Opening Vignette: Return to Work, High-Profile Style • A professional team’s success can hinge on its injury list. • Consider NHL superstar Sidney Crosby who suffered two on-ice hits to the head in 2011. • Sidney’s initial return to competitive play was not sustained; however, he was able to return following proper disability management. • In this chapter we explore how disability management programs can help injured or ill workers return successfully to the workplace . Copyright © 2021 by Nelson Education Ltd. 13-6

8. Disability Management • Organizations can use disability management to: – Prevent workplace injuries and illnesses – Facilitate successful return to work for injured employees • There are many reasons for organizations to engage in active disability management Copyright © 2021 by Nelson Education Ltd. 13-8

9. Motives for Disability Management • Financial Motives – More than 300 million workplace accidents occur worldwide per year – Workplace disability costs about 4% of global GDP – In Canada • 2017: 251 625 claims for lost time lost-time injuries • 2017: For every 100 workers, there were 1.58 lost-time injuries compensated 13-9 Copyright © 2021 by Nelson Education Ltd.

10. Motives for Disability Management • Moral and Social Motives – Emotional and health costs associated with not working: • Higher rates of depression, social exclusion, anxiety • Work is a source of meaning, identity, and social support • Legal Motives – In Canada, human rights legislation protects the rights of injured workers – Duty to accommodate and undue hardship 13-10 Copyright © 2021 by Nelson Education Ltd.

11. Motives for Disability Management • Legal Motives – Duty to accommodate: • Legislated responsibility of employers to accommodate workers who are attempting to return to work following an injury or illness via changes in job tasks and/or the work environment to enable workers with a temporary or permanent disability to perform work productively • return to work - temporary and permanent 13-11 Copyright © 2021 by Nelson Education Ltd.

12. Motives for Disability Management • Legal Motives – Undue hardship • Aspect of human rights legislation that means employers must accommodate the needs of a disabled worker unless the necessary modifications would lead to health and safety difficulties or present unsustainable economic or efficiency costs 13-12 Copyright © 2021 by Nelson Education Ltd.

13. Disability Management • Disability Management – Proactive employer practices to prevent or reduce workplace disability, intervening early in risk or injury, and providing coordinated management and rehabilitation functions to promote workers’ recovery and safe and timely return to work 13-13 Copyright © 2021 by Nelson Education Ltd.

15. Disability Management • Disability management programs are most effective using a systems approach • Systems Approach – An approach to disability management that emphasizes the work and organizational context • Disability management programs are integrated into all aspects of the workplace 13-15 Copyright © 2021 by Nelson Education Ltd.

16. Assessing Disability Management Programs • Primary Values for Disability Management Programs: – Safe and productive employment for individuals, including those with disabilities – Reduced incidence and impact of workplace injury and illness 13-16 Copyright © 2021 by Nelson Education Ltd.

17. Assessing Disability Management Programs • Indicators of program success: – Decreased rates of incidents and illness – Shorter duration of work disability – Reduced associated costs (e.g., wage replacement) – Sustained return to work – Improved quality of life Copyright © 2021 by Nelson Education Ltd. 13-17

18. Best Practices in Disability Management • People-focused Climate – Values human resources and supports safety initiatives – Employees have a voice in the program • Prevention Focus – Efforts to reduce the incidence of illness and injury in the workplace Copyright © 2021 by Nelson Education Ltd. 13-18

19. Best Practices in Disability Management • Prevention Focus – Prevention efforts that reduce the incidence of illness and injury result in cost savings for organizations. – A good starting point when developing a disability management program is to examine the organization’s safety record Copyright © 2021 by Nelson Education Ltd. 13-19

20. Disability Management • Early Intervention • Reduce risks for injury and illness • Look for patterns in absence data and intervene • Make early contact with injured workers • Education • Supervisors play important roles in prevention and in return to work. They need to be trained in all aspects of the programming. Copyright © 2021 by Nelson Education Ltd. 13-20

22. Disability Management • RTW Case Management – Co-ordinated services for ill and injured employees – Return-to-work coordinator • Integrated Case Management/Monitoring – Facilitates multiple aspects of process (e.g., insurance claims process) and eases experience claims and RTW experience for employees 13-22 Copyright © 2021 by Nelson Education Ltd.

24. Disability Management • Return-to-work – process for a return to work order • go to the Physician (FAA - Functional Ability Asssessment ) • identify the things that the employee cannot do • collaboration between Dr, employee and employer 13-24 Copyright © 2021 by Nelson Education Ltd.

25. OH&S Today 13.2 Absence Management at Pepsico Canada • One of Canada’s Top 100 Employers • Single leave management system for all types of leaves • Employees can access links to a centralized system that incorporates referrals to additional employee supports (e.g., EAP) – Reduced paperwork and reporting • Successful program—employees feel supported and understand why absences matter Copyright © 2021 by Nelson Education Ltd. 13-25

26. Return-to-Work Planning • Return-to-Work Planning: – Collaboratively developed, individualized plan that identifies an injured or ill worker’s return-to-work goals • Workplace Accommodation – Modifications to the arrangement of work that promote early and safe return to work for injured, ill, or disabled workers – Vital aspect of RTW planning 13-26 Copyright © 2021 by Nelson Education Ltd.

28. Return-to-Work Planning • Types of Workplace Accommodation: – Light-duty work • Workplace accommodation where workers return to a job that is less demanding than their previous job – Gradual work exposure • A type of light-duty accommodation where job demands slowly increase until the workers are performing the full requirement of their pre-injury jobs 13-28 Copyright © 2021 by Nelson Education Ltd.

29. Return-to-Work Planning • Types of Workplace Accommodation: – Work trials • A form of accommodation where workers return to work on a trial basis – Supported and sheltered work • Modified work arrangements designed to help those with permanent disabilities who have either not been successful in competitive work environments or require substantial support to return to work. 13-29 Copyright © 2021 by Nelson Education Ltd.

30. Physical Demand Analysis • Physical Demands Analysis (PDA) – Standardized evaluation of the physical and cognitive demands of a job completed by a person familiar with the job • Functional Ability Assessment – A standardized assessment of an injured or ill worker’s ability to perform job tasks that is completed by a member of the health care team treating the injured worker 13-30 Copyright © 2021 by Nelson Education Ltd.

31. Physical Demand Analysis Must for every employer for the RTW plan • Physical Demands Analysis (PDA) • Functional Ability Assessment (issued by the Physician) – A standardized assessment of an injured or ill worker’s ability to perform job tasks that is completed by a member of the health care team treating the injured worker 13-31 Copyright © 2021 by Nelson Education Ltd.

32. Physical Demand Analysis • PDA and FAA can help identify the types of job modifications and accommodations that would lead to a safe and early return to work for an injured worker. 13-32 Copyright © 2021 by Nelson Education Ltd.

33. Stakeholders in Disability Management • Injured or ill workers • Employers • Unions • Health care providers • Insurance providers • Governments • Disability management contractors Copyright © 2021 by Nelson Education Ltd. 13-33

36. Barriers to Return to Work • Long absences can be a barrier to successful return to work. • Private insurers estimate average length of a chronic disability is nearly three years. • When early and safe return is possible, facilitating early return is important for all stakeholders. Copyright © 2021 by Nelson Education Ltd. 13-36

37. Barriers to Return to Work • Labour market re-entry programs can help an individual who cannot return to the original workplace. • During the labour market re-entry process, the injured, ill, or disabled worker’s capabilities, experience, and training are reviewed. • Additional skills training may be provided to help the worker find employment that provides earnings comparable to those in the previous job. 13-37 Copyright © 2021 by Nelson Education Ltd.

38. OH&S Notebook 13.3 Stigma and Return to Work • The social context of the workplace can influence return-to-work outcomes. • Ill and injured workers sometimes report feeling stigmatized during the return-to-work process. • These experiences include things like discrimination and being avoided or ignored. Copyright © 2021 by Nelson Education Ltd. 13-38 continued…

39. OH&S Notebook 13.3 Stigma and Return to Work • Workers who have “invisible” conditions may feel particularly vulnerable to stigma. • Employers must look for ways to manage the stigma and its negative outcomes including: – Education – Promoting contact Copyright © 2021 by Nelson Education Ltd. 13-39

41. End-of-Chapter Activities • Answer the end-of-chapter questions and exercises to test your knowledge of the costs and benefits of disability management programs • You should have an understanding of: – The ways to empower employees when developing and implementing disability management programs – How climate/culture influences the work environment Copyright © 2021 by Nelson Education Ltd. 13-41

42. Return to work • accomodation • voluntary and collaborative • 6 months - 2 weeks increment • Physician - issuance of FAA • 2 weeks - reassessment • no need RTW if you are 100% fit to work Copyright © 2021 by Nelson Education Ltd. 13-42

C13_Kelloway_MOHS8e_final.pptx

C13_Kelloway_MOHS8e_final.pptx

Recommended

More Related Content

What's hot

What's hot(20)

Similar to C13_Kelloway_MOHS8e_final.pptx

Similar to C13_Kelloway_MOHS8e_final.pptx(20)

More from RuthPialan

More from RuthPialan(20)

Recently uploaded

Recently uploaded(20)

C13_Kelloway_MOHS8e_final.pptx