Disability and Injury Management
Planning and Strategizing on how to Return Employees to Work
Absenteeism and increased turnover
Process and Practices of Returning Employees to Work
Benefits plan
Scenarios of Returning Employees to Work
Understanding performance in relation to current standards
Psychological implications for employees and staff
Role of spirituality
Mental illness accounts for up to one third of workplace disability claims in Canada, costing over $33 billion annually. People with mental illnesses have the right to participate fully in community life, including employment, with appropriate supports and accommodations. Returning to work after a mental illness requires consideration of symptoms, treatment, workplace supports, flexibility, and open communication between the employee and employer. Stigma remains a significant barrier, but with education and awareness, performance and loyalty of employees with mental illnesses can be comparable or better than others. Resources are available to help navigate returning to work.
Introduction to Mental Health: Wellbeing at Work 2020Diane Hanna
This document discusses mental health and wellbeing in the workplace. It defines wellbeing and mental health, noting the connection between work and wellbeing. It outlines signs of mental ill health one might notice in colleagues and reasonable steps a manager could take to support staff, including talking privately and making adjustments. The document also discusses discrimination, harassment, reasonable adjustments employers must make, and creating a positive workplace culture that promotes mental wellbeing.
The document discusses how employee wellness programs make good business sense for companies. It outlines the seven dimensions of wellness: emotional, environmental, intellectual, occupational, physical, spiritual, and social. Each dimension is defined and examples are provided. The document also discusses how to design and implement successful wellness programs that provide benefits for employees in the form of healthier lives, as well as benefits for employers through increased productivity and reduced healthcare costs. Overall, the document advocates that wellness programs are an important human resources function that can positively impact both individuals and organizations.
Strategies to Improve Mental Health in the Workplace Optimity
This document summarizes a webinar about improving mental health in the workplace. The webinar covered top trends in mental health, the impact of mental health on businesses, and strategies for implementing mental health programs digitally. Speakers from TranQool and Optimity discussed using technology like Optimity's wellness platform to run customized, engaging programs and initiatives. They provided tips for high participation, like decentralizing efforts while centralizing coordination. Case studies showed programs achieving outcomes like reduced absenteeism and claims costs. The webinar emphasized applying best practices and holistic, scalable solutions to strategically improve mental health and generate an ROI.
This document discusses employee well-being, including its importance for both employees and employers. It outlines five domains of well-being: physical, values, psychological, personal development, and social. Examples of well-being initiatives are provided, such as exercise programs, work-life balance targets, and community involvement. The document also discusses reasons for employers to focus on well-being, like duty of care and increasing employee commitment. Specific strategies around work environment, health and safety, and work-life balance are examined. A case study of Marks & Spencer's employee well-being trial demonstrates benefits like reduced absence and improved morale.
Solutions for Improving Mental Health in the WorkplaceCCOHS
Mental health is an organizational, social and personal concern for the workplace and workers. Psychosocial stress is an occupational hazard to which overexposure leads to strain, illness and disability, and can be prevented. This presentation outlines some ideas and solutions that have been researched and collated from a number of global and Canadian research, analysis and publications. Presented at the Alberta Health and Safety Conference on October 28, 2009.
Mental illness accounts for up to one third of workplace disability claims in Canada, costing over $33 billion annually. People with mental illnesses have the right to participate fully in community life, including employment, with appropriate supports and accommodations. Returning to work after a mental illness requires consideration of symptoms, treatment, workplace supports, flexibility, and open communication between the employee and employer. Stigma remains a significant barrier, but with education and awareness, performance and loyalty of employees with mental illnesses can be comparable or better than others. Resources are available to help navigate returning to work.
Introduction to Mental Health: Wellbeing at Work 2020Diane Hanna
This document discusses mental health and wellbeing in the workplace. It defines wellbeing and mental health, noting the connection between work and wellbeing. It outlines signs of mental ill health one might notice in colleagues and reasonable steps a manager could take to support staff, including talking privately and making adjustments. The document also discusses discrimination, harassment, reasonable adjustments employers must make, and creating a positive workplace culture that promotes mental wellbeing.
The document discusses how employee wellness programs make good business sense for companies. It outlines the seven dimensions of wellness: emotional, environmental, intellectual, occupational, physical, spiritual, and social. Each dimension is defined and examples are provided. The document also discusses how to design and implement successful wellness programs that provide benefits for employees in the form of healthier lives, as well as benefits for employers through increased productivity and reduced healthcare costs. Overall, the document advocates that wellness programs are an important human resources function that can positively impact both individuals and organizations.
Strategies to Improve Mental Health in the Workplace Optimity
This document summarizes a webinar about improving mental health in the workplace. The webinar covered top trends in mental health, the impact of mental health on businesses, and strategies for implementing mental health programs digitally. Speakers from TranQool and Optimity discussed using technology like Optimity's wellness platform to run customized, engaging programs and initiatives. They provided tips for high participation, like decentralizing efforts while centralizing coordination. Case studies showed programs achieving outcomes like reduced absenteeism and claims costs. The webinar emphasized applying best practices and holistic, scalable solutions to strategically improve mental health and generate an ROI.
This document discusses employee well-being, including its importance for both employees and employers. It outlines five domains of well-being: physical, values, psychological, personal development, and social. Examples of well-being initiatives are provided, such as exercise programs, work-life balance targets, and community involvement. The document also discusses reasons for employers to focus on well-being, like duty of care and increasing employee commitment. Specific strategies around work environment, health and safety, and work-life balance are examined. A case study of Marks & Spencer's employee well-being trial demonstrates benefits like reduced absence and improved morale.
Solutions for Improving Mental Health in the WorkplaceCCOHS
Mental health is an organizational, social and personal concern for the workplace and workers. Psychosocial stress is an occupational hazard to which overexposure leads to strain, illness and disability, and can be prevented. This presentation outlines some ideas and solutions that have been researched and collated from a number of global and Canadian research, analysis and publications. Presented at the Alberta Health and Safety Conference on October 28, 2009.
100+ PowerPoint presentation content slides. Does your company experience loss in employee productivity due to illness and poor health? Would you like to know how to solve this problem?
Onboarding process starts with the recruitment process. Onboarding checklist, boarding process, engagement , training and development .Onboarding ---3months, 6months, 12months. Employee Retention, Organization Development . Employer Branding
This document discusses psychological problems in management, including stress, burnout, mobbing, and workaholism. It defines mental health and outlines factors that affect workplace health, including the individual employee, working environment, and organizational structure. Common causes of work-related stress are discussed, along with its physical and psychological symptoms. Mobbing and its negative impacts are described. The document provides advice for both employees and employers on addressing work-related stress, including promoting mental well-being, offering support, and complying with health and safety regulations.
This document discusses work-life balance and achieving a better balance. It defines work-life balance as properly prioritizing career/ambition and health/family. Common causes of imbalance are long work hours, lack of boundaries between work and home, and advanced communication technology requiring constant availability. Symptoms of imbalance include exhaustion, absence from family events, and poor health. The document provides solutions such as allowing time off from work, reducing commute times, and learning to say no. Benefits of better balance include increased productivity, improved relationships, reduced stress, and a boosted sense of responsibility.
Healthy workplace promotes healthy habits and creates a healthy work environment for staffs. A workplace has an effect on the health of workers and individuals; with great impact on his/her productivity and job satisfaction, which affects both physical and psychological health. The burden of work related illness at local and national level is such that health promoting workplace strategies are essential to improve health and wellbeing of workforce (WHO, 2008). According to WHO workplace is an element for improving both individual and public health, thus, contributing to the economic growth (WHO, 2008).
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should integrate new hires, prepare them for success, and help them become engaged members of the organization.
Wellness Program (Comprehensive) PowerPoint Presentation 125 slides with 2 d...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of wellness
• An alternative definition
• Etymology of wellness (3 points)
• Creating awareness (3 points)
• Costs of health conditions (12 points)
• Work and health (6 points)
• 8 reasons to develop a wellness program
• The benefits of a wellness program (5 slides)
• Health benefits (6 slides)
• Important components for a successful wellness program (4 slides)
• Implementation considerations (10 points)
• Marketing wellness programs (10 slides)
• Tips for ensuring longevity
• Program evaluation
• Surveys and assessments
• Employee interest surveys (5 slides)
• Organizational health surveys (4 slides)
• Health risk assessments (4 slides)
• HIPAA (8 slides)
• GINA (5 points)
• Health education, environmental health, disease and illness prevention (8 points)
• Successful wellness marketing (4 points)
• Healthy workplace behaviors (5 points)
• Wellness programs within small companies (6 slides)
• Actions steps (16 points)
This document discusses best practices in human resources (HR) at top companies. It covers the importance of HR and key HR components like recruitment, selection, training, development, compensation, maintenance, working conditions, and communication. Specific practices highlighted include Google's emphasis on training and growth opportunities, Boston Consulting Group's career development meetings, Novartis' pay for performance and benefits, and techniques by Deloitte, Microsoft, and others to improve culture, retention, and employee satisfaction.
The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.
The document provides an overview of employee onboarding best practices. It discusses how implementing an effective onboarding program can help reduce turnover and improve productivity. Key aspects of onboarding covered include preparing for new hires, clarifying expectations, designating mentors, providing feedback and training, and creating checklists to ensure all onboarding steps are completed. A case study example showed how developing onboarding checklists helped a growing company improve productivity by 25% after new hires previously seemed counterproductive without proper onboarding processes in place.
A presentation geared towards HR professionals, business owners, executives, and employees who are interested in creating a Workplace Wellness program into their Corporate Culture. Learn the benefits of corporate wellness programs and see some statistical evidence proving how they benefit the bottom line, just as much as employee moral. This presentation was created by Kara-Lee Burke, Corporate Wellness Consultant & Yoga Enthusiast. Contact Kara-Lee Burke to assist your Corporate Culture increase Happiness, Health, and Productivity
Most managers hiring or supervising staff have little or no understanding of mental health and psychosocial disorders in the workplace. everyone is wired differently to learn, work, understand and comprehend, and engage in social settings. Some business activities require high levels of customer service while others are more research oriented and require less human interaction. There are many other issues related to mental health diseases and their controls prior to hiring and there are workplace stressors that can create anxiety and depression over time because of the nature of the work. How do managers and business owners deal with these situations and more importantly, how it is impacting the quality and quantity of work done. How do these issues impact the brand, reputation and image of the company? Learn more about this very important issue that most people don't want to talk about.
Employsure Workplace Presentation | Managing late employeesEmploysure AU
Constantly late employees can be damaging to any business, and resolving the issue can be a challenge. This presentation outlines how to identify and manage consistently late employees in the workplace.
Employsure helps over 13,000 business owners with employment relations, protecting employers from risks by providing unlimited advice, legally compliant documents, insurance and representation. Employsure is a workplace relations specialist dedicated to helping small businesses succeed by creating fair and safe workplaces.
Call us: 1300 651 415
Visit us at: https://employsure.com.au/
LinkedIn: https://www.linkedin.com/company/employsure
Facebook: https://www.facebook.com/employsure.com
Twitter: https://twitter.com/Employsure
Corporate Healthcare in India is only about providing an insurance policy but our integrated wellness programs assist corporate to counter employee sickness and subsequent health and financial effects at the nascent stage of the illness. Some of the services that we offer include:
1. Corporate Health Programs that includes stress management, weight management & diseases prevention programs etc.
2. Seminars conducted by eminent doctors/counselors/ consultants
3. Nutrition programs included seminar by nutritionist , naturopaths & dieticians
4. Men’s & Women’s health Seminars
5. Office Ergonomics sessions to help treat employee back & neck related problems
Health, well-being and productivity improvement in the workplaceLimeade
This document provides an overview of strategies for improving workforce health, well-being, and productivity. It discusses understanding the drivers of health in the workplace and addressing them through an optimized environment, increased healthy behaviors, minimized acute care, optimized chronic care, and reduced excess surgery. Specific strategies are outlined, such as incentivized health management programs, coaching for lifestyle changes and chronic conditions, and the role of emerging technologies. The goal is to engage employees in their health and wellness through a whole person approach.
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
The document outlines a leave policy that provides various types of paid and unpaid leaves for employees including sick leave, casual leave, earned leave, maternity/paternity leave, and compassionate leave. It details eligibility and limits for each leave type. The policy aims to enable a healthy work-life balance for employees by providing time off for sickness, personal matters, rest, and recreation. It also describes procedures for applying, approving, extending or canceling leave and addresses absences from work.
This document discusses the benefits of early return to work programs for injured employees. It notes that return to work is critical for risk management and claim costs, with indemnity benefits alone accounting for 42% of total claim costs. Early return to work programs can get injured workers back to full duty 30 days faster, and save employers an average of 30% in lost time costs. Employers also save $3-10 for every $1 spent on return to work programs due to lower medical costs, staffing needs, and higher productivity. The document provides tips for creating a successful return to work program, including establishing a team, focusing on employee abilities, acting urgently to obtain early light duty releases, continuously progressing workers, using
The document provides information on return to work programs for injured employees. It discusses:
- The objective of returning injured workers to full duty as soon as medically possible through modified work duties, restricted work, or temporary assignments.
- The importance of communication between management, employees, medical providers, and insurance carriers for a successful return to work program.
- The role of a medical case manager in facilitating an injured worker's return to work through coordinating medical care and communicating with all parties.
100+ PowerPoint presentation content slides. Does your company experience loss in employee productivity due to illness and poor health? Would you like to know how to solve this problem?
Onboarding process starts with the recruitment process. Onboarding checklist, boarding process, engagement , training and development .Onboarding ---3months, 6months, 12months. Employee Retention, Organization Development . Employer Branding
This document discusses psychological problems in management, including stress, burnout, mobbing, and workaholism. It defines mental health and outlines factors that affect workplace health, including the individual employee, working environment, and organizational structure. Common causes of work-related stress are discussed, along with its physical and psychological symptoms. Mobbing and its negative impacts are described. The document provides advice for both employees and employers on addressing work-related stress, including promoting mental well-being, offering support, and complying with health and safety regulations.
This document discusses work-life balance and achieving a better balance. It defines work-life balance as properly prioritizing career/ambition and health/family. Common causes of imbalance are long work hours, lack of boundaries between work and home, and advanced communication technology requiring constant availability. Symptoms of imbalance include exhaustion, absence from family events, and poor health. The document provides solutions such as allowing time off from work, reducing commute times, and learning to say no. Benefits of better balance include increased productivity, improved relationships, reduced stress, and a boosted sense of responsibility.
Healthy workplace promotes healthy habits and creates a healthy work environment for staffs. A workplace has an effect on the health of workers and individuals; with great impact on his/her productivity and job satisfaction, which affects both physical and psychological health. The burden of work related illness at local and national level is such that health promoting workplace strategies are essential to improve health and wellbeing of workforce (WHO, 2008). According to WHO workplace is an element for improving both individual and public health, thus, contributing to the economic growth (WHO, 2008).
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should integrate new hires, prepare them for success, and help them become engaged members of the organization.
Wellness Program (Comprehensive) PowerPoint Presentation 125 slides with 2 d...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of wellness
• An alternative definition
• Etymology of wellness (3 points)
• Creating awareness (3 points)
• Costs of health conditions (12 points)
• Work and health (6 points)
• 8 reasons to develop a wellness program
• The benefits of a wellness program (5 slides)
• Health benefits (6 slides)
• Important components for a successful wellness program (4 slides)
• Implementation considerations (10 points)
• Marketing wellness programs (10 slides)
• Tips for ensuring longevity
• Program evaluation
• Surveys and assessments
• Employee interest surveys (5 slides)
• Organizational health surveys (4 slides)
• Health risk assessments (4 slides)
• HIPAA (8 slides)
• GINA (5 points)
• Health education, environmental health, disease and illness prevention (8 points)
• Successful wellness marketing (4 points)
• Healthy workplace behaviors (5 points)
• Wellness programs within small companies (6 slides)
• Actions steps (16 points)
This document discusses best practices in human resources (HR) at top companies. It covers the importance of HR and key HR components like recruitment, selection, training, development, compensation, maintenance, working conditions, and communication. Specific practices highlighted include Google's emphasis on training and growth opportunities, Boston Consulting Group's career development meetings, Novartis' pay for performance and benefits, and techniques by Deloitte, Microsoft, and others to improve culture, retention, and employee satisfaction.
The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.
The document provides an overview of employee onboarding best practices. It discusses how implementing an effective onboarding program can help reduce turnover and improve productivity. Key aspects of onboarding covered include preparing for new hires, clarifying expectations, designating mentors, providing feedback and training, and creating checklists to ensure all onboarding steps are completed. A case study example showed how developing onboarding checklists helped a growing company improve productivity by 25% after new hires previously seemed counterproductive without proper onboarding processes in place.
A presentation geared towards HR professionals, business owners, executives, and employees who are interested in creating a Workplace Wellness program into their Corporate Culture. Learn the benefits of corporate wellness programs and see some statistical evidence proving how they benefit the bottom line, just as much as employee moral. This presentation was created by Kara-Lee Burke, Corporate Wellness Consultant & Yoga Enthusiast. Contact Kara-Lee Burke to assist your Corporate Culture increase Happiness, Health, and Productivity
Most managers hiring or supervising staff have little or no understanding of mental health and psychosocial disorders in the workplace. everyone is wired differently to learn, work, understand and comprehend, and engage in social settings. Some business activities require high levels of customer service while others are more research oriented and require less human interaction. There are many other issues related to mental health diseases and their controls prior to hiring and there are workplace stressors that can create anxiety and depression over time because of the nature of the work. How do managers and business owners deal with these situations and more importantly, how it is impacting the quality and quantity of work done. How do these issues impact the brand, reputation and image of the company? Learn more about this very important issue that most people don't want to talk about.
Employsure Workplace Presentation | Managing late employeesEmploysure AU
Constantly late employees can be damaging to any business, and resolving the issue can be a challenge. This presentation outlines how to identify and manage consistently late employees in the workplace.
Employsure helps over 13,000 business owners with employment relations, protecting employers from risks by providing unlimited advice, legally compliant documents, insurance and representation. Employsure is a workplace relations specialist dedicated to helping small businesses succeed by creating fair and safe workplaces.
Call us: 1300 651 415
Visit us at: https://employsure.com.au/
LinkedIn: https://www.linkedin.com/company/employsure
Facebook: https://www.facebook.com/employsure.com
Twitter: https://twitter.com/Employsure
Corporate Healthcare in India is only about providing an insurance policy but our integrated wellness programs assist corporate to counter employee sickness and subsequent health and financial effects at the nascent stage of the illness. Some of the services that we offer include:
1. Corporate Health Programs that includes stress management, weight management & diseases prevention programs etc.
2. Seminars conducted by eminent doctors/counselors/ consultants
3. Nutrition programs included seminar by nutritionist , naturopaths & dieticians
4. Men’s & Women’s health Seminars
5. Office Ergonomics sessions to help treat employee back & neck related problems
Health, well-being and productivity improvement in the workplaceLimeade
This document provides an overview of strategies for improving workforce health, well-being, and productivity. It discusses understanding the drivers of health in the workplace and addressing them through an optimized environment, increased healthy behaviors, minimized acute care, optimized chronic care, and reduced excess surgery. Specific strategies are outlined, such as incentivized health management programs, coaching for lifestyle changes and chronic conditions, and the role of emerging technologies. The goal is to engage employees in their health and wellness through a whole person approach.
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
The document outlines a leave policy that provides various types of paid and unpaid leaves for employees including sick leave, casual leave, earned leave, maternity/paternity leave, and compassionate leave. It details eligibility and limits for each leave type. The policy aims to enable a healthy work-life balance for employees by providing time off for sickness, personal matters, rest, and recreation. It also describes procedures for applying, approving, extending or canceling leave and addresses absences from work.
This document discusses the benefits of early return to work programs for injured employees. It notes that return to work is critical for risk management and claim costs, with indemnity benefits alone accounting for 42% of total claim costs. Early return to work programs can get injured workers back to full duty 30 days faster, and save employers an average of 30% in lost time costs. Employers also save $3-10 for every $1 spent on return to work programs due to lower medical costs, staffing needs, and higher productivity. The document provides tips for creating a successful return to work program, including establishing a team, focusing on employee abilities, acting urgently to obtain early light duty releases, continuously progressing workers, using
The document provides information on return to work programs for injured employees. It discusses:
- The objective of returning injured workers to full duty as soon as medically possible through modified work duties, restricted work, or temporary assignments.
- The importance of communication between management, employees, medical providers, and insurance carriers for a successful return to work program.
- The role of a medical case manager in facilitating an injured worker's return to work through coordinating medical care and communicating with all parties.
Solving the Professional Liability Puzzle with the Right PiecesSedgwick
This document discusses three medical malpractice case studies and how to structure settlements for each. Case 1 involves an improper vaccination leading to permanent injury in a 21-year old male. Options are presented for structuring the $450,000 settlement amount. Case 2 is a slip and fall leading to head injury in a 53-year old male. Several structured settlement options are proposed to fund his $200,000 annual lost wages. Case 3 involves a kidney transplant in a 35-year old male where structuring $400,000 is discussed. Key issues addressed across the cases include Medicare reporting requirements, liens and set asides, underwriting and ratings to reduce costs, and preserving government benefits through special needs trusts.
The Happiness Workshop for Team Building by Green SmylesPrateek Shah
The Happiness Workshop! :-) Designed with the objective of making people in an organization smile some more and bond better than before, the workshop aims to create a more congenial work environment leading to happier holistic growth of the organisation. Crafted in a way that makes employees take a mental break from work for a day, participants are made to relive their childhood by making them be a part of different activities centered on creativity, theatre, music and meditation.
This document discusses the need to improve workplace safety in India to achieve development goals by 2020. It notes that while laws and rules exist, safety implementation and outcomes lag far behind other countries. Three examples show how construction workers face accidents and injuries due to lack of safe access, protective equipment, and transportation. This costs lives and national productivity. To truly protect workers, who are India's development asset, new ideas and motivation are needed to stop workplace accidents and injuries, especially for daily laborers. The document advocates learning from other nations' successful safety practices to boost India's economic growth and global reputation.
Disability Management and Return to Work Programs FundamentalsDrake International
The document discusses disability management and return to work programs. It provides an overview of the impact on businesses, how to structure programs, and the phases of implementation. Specifically, it outlines:
- The direct and indirect costs to businesses from absenteeism, lost production, insurance payouts, and more.
- The key components of programs including policies, procedures, forms, and evaluations, as well as defining roles for workers, employers, supervisors, health practitioners, and workers compensation boards.
- The phases of programs which include notification and reporting of incidents, assessment of abilities, implementing and monitoring return to work plans, and follow up after implementation.
" All Employees Are Marketers" an attitude that drives companies to excellenceMaxwell Ranasinghe
A workshop was conducted by Maxwell Ranasinghe on December 21st, 2013 for a leading Sri Lankan company. The workshop discussed how all employees have a role in marketing and sales, not just the marketing department. Ranasinghe explained that every employee, from security guards to managers, helps deliver the promises made to customers through marketing. Just like in football where all players must work together to score goals, all business employees must work as a team to satisfy customers. The success of great companies comes from leadership ensuring excellence and customer focus permeates the entire organization.
This document discusses designing training programs for various organizations. It outlines the ADDIE model for designing training which includes analyzing needs, designing the program, developing materials, implementing training, and evaluating effectiveness. Several companies are discussed including their training needs analysis, course design, implementation methods, and evaluation. ONGC, NPTI, Torrent Power, L&T, Infosys, and banking sector training are summarized as examples of industry training practices. The document emphasizes analyzing needs, setting objectives, using various teaching methods, and gathering feedback to improve training programs.
The document summarizes the key aspects of the Employee's State Insurance Act 1948 in India. It provides social security benefits like sickness, maternity, disability benefits to workers in the organized sector through contributions from employers and employees. The ESI scheme covers factories with 10 or more power-using workers or 20 or more non-power using workers. Employees earning up to Rs. 7500 per month are eligible. It benefits both employees through cash and medical benefits and employers by absolving them of liability for workers' healthcare and compensation.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
This workshop provided an overview of conducting a workforce analysis in 3 steps:
1) Developing a current and future workforce profile by understanding workforce composition, goals, and projections
2) Conducting a gap analysis by comparing current and future workforce data to identify gaps and surpluses
3) Developing recommended strategies to address gaps through an action plan considering critical concerns, available resources, and time constraints.
The document discusses the Employees' State Insurance Act of 1948 in India. It defines key terms related to ESI such as "appropriate government", "contribution", and "sickness". It outlines some of the main benefits provided under the Act, including sickness benefit, maternity benefit, disablement benefit, and dependent's benefits. It also describes the Employees' State Insurance Fund and the powers and duties of the Employees' State Insurance Corporation to administer the fund and promote health and welfare measures for insured persons.
The document discusses training in businesses, including why it is important for productivity, quality, and adapting to change. It outlines different types of training like induction, on-the-job, and off-the-job training and how businesses can assess training effectiveness through needs analysis, appraisals, and measuring how learning transfers to work. While training has costs, it provides benefits to businesses like higher retention, motivation, and ability to implement new strategies.
The document outlines the Employees' State Insurance (Central) Rules, 1950 which provides medical, sickness, maternity and other benefits to employees in India. [1] It is applicable to factories/establishments with 10 or more employees in certain states. [2] Both employers and employees must contribute monthly amounts that are 1.75% and 4.75% of wages, respectively, to receive benefits like free medical care, cash compensation for sickness/disability, maternity benefits and unemployment allowance. [3]
The document summarizes the Employee State Insurance Act of 1948 in India. It provides social security benefits like sickness, maternity, employment injury and funeral benefits to insured persons through a network of clinics and hospitals. Key benefits include cash payments for sickness, maternity and disabilities, free medical care, vocational training programs and unemployment assistance. The Act aims to provide certain benefits to employees in case of sickness, maternity and employment injury.
The document discusses the recruitment and selection process. It begins by outlining reasons why businesses need to recruit staff such as expansion, existing employees leaving, and changing skill needs. It then covers key aspects of the process including workforce planning, determining job descriptions and specifications, using internal and external recruitment methods, and the stages of recruitment from advertising to selection. The advantages and disadvantages of different recruitment techniques are provided.
Occupational diseases are chronic ailments that occur as a result of work or occupational activity. They can develop instantly upon exposure to hazards like gases, or gradually over weeks, months, or decades from exposures like heavy metals or carcinogens. Globally, there are millions of occupational disease cases and deaths annually, costing countries 2-14% of GDP. Occupational diseases are classified into categories like those from physical, chemical, or biological agents. Examples of specific occupational diseases discussed are pneumoconiosis like black lung from inhaling dusts, occupational dermatitis from skin exposures, and hand-arm vibration syndrome from using vibrating tools. Prevention strategies include engineering controls, protective equipment, health monitoring, and legislation.
This document provides an overview and agenda for a workshop on core principles of human resources. The workshop will review the duty to accommodate employees with disabilities, staffing basics like recruiting and compensation, and designing human resources policies. It also presents examples of accommodating employees with disabilities and the responsibilities of both employers and employees in the accommodation process. Key topics include when the duty to accommodate applies, types of accommodations and disabilities, and maintaining confidentiality of employee medical information.
Welfare facilities and employee satisfaction in hll project report mbaBabasab Patil
The document discusses conducting an employee satisfaction survey at HLL to assess satisfaction with welfare facilities. A sample of 50 employees was selected to complete a questionnaire. The results will be analyzed using percentage methods. Based on the analysis, HR will take corrective actions to improve satisfaction levels in areas found to have low satisfaction.
Human Resources Practices and Policies at MGCPL.Assinment-01 (1).pdfJaspreet singh
This document presents an observational study of the human resources practices and policies at M G Contractors Pvt. Ltd. The study examines policies related to leave, employee relocation, working hours, dress code, attendance, and advances. It finds that the policies aim to balance business needs with employee well-being and satisfaction. The leave policy and relocation policy in particular help foster responsibility, reduce stress, and encourage acceptance of new opportunities. Adopting flexible working hours and a business casual dress code on weekends promotes a positive work culture and morale. Overall, the HR practices analyzed in the study appear to positively impact employee behavior and engagement in a way that benefits organizational performance.
The document discusses managing employee performance with the abolition of mandatory retirement ages. It notes that employers can no longer automatically retire employees at a certain age, and performance issues will need to be addressed for all employees rather than allowing issues to be tolerated pending retirement. Strong performance management processes are important to identify, address, and document any performance problems in order to take appropriate action such as capability dismissal if needed. The document recommends keeping performance review processes simple but regular, to discuss expectations, performance, and future plans for both the employee and company.
A short action learning style workshop to help you learn how to protect the high investment made in people newly appointed to roles in your organisation. Reducing the risks of employee attrition and maximising discretionary effort in your strive for high employee performance
How to Create Change Despite a Reluctant LeaderCG Hylton Inc.
How to Create Change with a Reluctant Manager. How to Empower Yourself as a Staff Person, desirous to effect change. The role of customer service. The role of research and data collection to help staff make the case for change.
"Recent research from the HSE (1) confirms QBE’s long held view that the burden of musculoskeletal disorders (MSDs) to employers is significant, with the highest cost relating to time lost from work. It is no coincidence that financial losses associated with extended lost time often make up the largest component of high-value personal injury claims, offering a component of the business case and a logical rationale for promoting proactive rehabilitation and absence management. We acknowledge the vital importance of ensuring early and appropriate intervention for those who experience MSDs, particularly where this has the potential to
escalate into extended absence. In meeting this objective, the role of the case manager is pivotal in liaising between affected individuals and
the organisation to facilitate a successful return to work – a point echoed within the HSE report.
"
This document provides an introduction to a lesson on preparing for career transitions. It discusses how transitions are a normal part of one's career and can be brought on by outside factors or self-initiated changes. The purpose of the course is to help federal employees maintain their skills and employability in the face of changing conditions. It outlines the course objectives of identifying transition stages, skills, strengths, networking strategies and marketing oneself. The document also defines career transition and introduces a model of the four stages of change people typically experience when transitioning - denial, resistance, exploration and commitment.
Workplace, Work and Well-being: Joining the Dots by Bridget JuniperWorkplace Trends
This document summarizes the results of an employee well-being assessment conducted at a call center company with 600 agents. The assessment measured well-being across 8 domains and found that facilities, physical health, and psychological health were most closely linked to sickness absence. Employees in the lowest quartile for facilities well-being were over twice as likely to take more than 4 days of sickness absence and 11.5 times more likely to leave the company compared to those in the highest quartile. The assessment identifies priorities such as improving canteen provision, parking, rest areas, shift patterns, and manager awareness training to help boost employee well-being.
Attracting staff benefits and compensationCG Hylton Inc.
Chris Hylton will present on attracting staff through competitive compensation and benefits plans. He will discuss how to set up benefits and pension plans, deal with seasonal employees, and introduce flexibility. Hylton will cover creating a compensation plan tailored to an organization's mission and culture, developing consistent wage scales, and benefits like life insurance, disability, and health plans. Trends include health spending accounts and flexible benefits. Retirement plans like RSPs and defined benefit pensions will also be discussed. HR strategies to engage employees even without high pay will conclude the presentation.
The document discusses keeping employees happy and prepared for retirement. It notes that many Americans are underprepared for retirement, with average 401k balances of only $60,000. Employers play a key role in helping employees plan and save through competitive benefits packages that include retirement plans, education, and other perks. Creating a culture of financial wellness can help recruit, reward, and retain employees while also benefiting the company.
BIZGrowth Strategies - Workforce & Talent Optimization Special EditionCBIZ, Inc.
Amid today’s economic uncertainty, we know you need strategies and solutions that will help your business thrive. With workforce and talent concerns running high for employers across the nation, our experts developed these articles with those critical issues top of mind. We offer fresh insights designed to attract, retain, engage and motivate your employees — all while protecting your bottom line and managing emerging risks. Articles include:
- Unlock Success with Effective Performance Management
- How Employers Can Benefit from Financial Wellbeing Programs
- How to Talk About Hard Decisions During a Recession
- Cost-Effective Health Plan Perks to Consider in 2023
- 3 HR Strategies to Recession-Proof Your Organization
- Responding to Employment Practices Liability (EPL) Claims
- Versatility — Important in Life & Life Insurance
Final Presentation NotesSlide 1(2-5 minutes)KTI lost revenue.docxAKHIL969626
Final Presentation Notes
Slide 1(2-5 minutes)
KTI lost revenue and market share over the past 3 years. Sales of tape storage units are down 35%. KTI believes it needs to reduce human capital by 25% per year while maintaining the current level of production. Jan Ricter, Vice President of Human Resources for Keller Technology Inc. and the Consulting Group are key players. Jan has asked our consulting group to determine the right mix of human capital reduction and RIF strategies for KTI. Our job as consultants is to recommend a downsizing mix that Jan can use to execute the RIF.
5 elements of an effective proposal?
Goals of Proposed Effort- The goal is to make sure the Human Capital Reduction effort process goes smoothly. We need to determine the right mix of human capital reduction strategies. We also need to develop a plan to offset the negative effects caused by the reduction.
Recommended Action Plan- We need to collect preliminary data to determine what is causing the symptoms listed above. (Company records/interview key members)
Specifications of Responsibilities
Strategy for Achieving the Desired State
Fees, terms, and conditions
Mutual expectations are the outcomes of the services that the OD is going to provide to the organization stated by the client. The client further states what to expect from consultant and processes used to pursue the goals of the proposal. Encouraging clients to state what they expect in form of personal accomplishments, working relationships and outcomes facilitates the development an ideal contract.
In any project, there are various client issues which must be handled with care for the goals of the project to be achieved. One of the client issues is usually the fear of losing control of the organization to OD practitioners. The other issue is the client being exposed and vulnerable as he has allowed OD practitioners to have access to organization’s confidential information. Therefore, these issues need to be sorted before the OD practitioner can begin working on the project.
Slide 2
The presented problem is a symptom. Something is causing KTI to lose revenue. Something is causing sales of tape storage to be down.
Slide 3
Job performance is work-related activities that are expected of an employee and how well the employee performs those activities. Job performance can be measured by looking at quality and quantity of work. Each department measures performance differently. Job performance can be evaluated weekly, monthly, quarterly, or annually; depending on the work setting. Performance can be evaluated by using performance appraisals. A performance appraisal is a human resource system designed to provide feedback to an individual or group about its performance and its developmental opportunities. The performance appraisal process can be linked to a reward system. There is also a process called performance management that involves goal setting, performance appraisal, and reward systems th ...
Retaining rewarding and motivating staff is always a challenge. Find out ways to maximize employee and organizational health thru best practices and case studies.
This document outlines three steps to improve a company's competitive advantage by focusing on employee health and well-being. Step one is to gain buy-in from senior management by demonstrating how initiatives to improve workforce resilience can increase productivity and reduce absenteeism and staff turnover. Step two is to continuously reinforce the value of individual health and well-being to everyone in the organization. Step three is to nurture a healthy eating culture within the company. The document provides specific actions under each step and argues that small changes to support employee health can significantly benefit a business.
Similar to Return to work: outperform and engage employees (20)
The line between EAP and staff is often very distinct, for reasons of confidentiality. This presentation provides options for staff, supervisors and management to greater strengthen EAP usage, while maintaining confidentiality.
Overcoming mental health and addictions within community and the workplace is not easy. Learn simple tools that community and workplace leaders can use to combat common mental health and addiction issues.
The Aboriginal Friendship Centre of Calgary in partnership with Alberta Health Services, and the Tsuut'ina Nation, provided an exceptional program to offset the high risk of suicide among at-risk indigenous youth. This program provided new healthy, self-esteem building options, for at-risk youth from Calgary group homes and the community at large.
Patients facing chronic illness re-frame their definition of wellness and manage to cope in spite of adversity. This patient led research project delves into the myriad ways that those suffering from chronic illness chart a new path for themselves.
Peformance Management and EAP Best PracticesCG Hylton Inc.
This webinar will examine how EAP services can help organizations to enhance their performance management programs. The webinar will provide practitioners with a greater understanding of effective performance management and the common barriers that can affect a wide variety of organizations. The webinar will pay special attention to how EAP services can broaden their scope and value by helping organizations to implement and sustain performance management programs that work.
Learning objectives:
1. Understanding effective performance management and identifying potential barriers.
2. Providing services designed specifically to help organizations enhance their performance management programs.
3. Adding value to current EAP services through performance management support.
For additional handouts please email chris at hylton dot ca
This webinar will review documentation best practices for EAP providers. The webinar will pay special attention to EAPA Standards and Guidelines for program records. We will also review protocols for preserving confidentiality and discuss processes for releasing information with and without consent. The webinar will present the challenges of documenting electronic communications in EAP services and provide strategies to overcome these challenges.
Learning objectives:
1. Understanding documentation and records management, including electronic documents.
2. Understanding EAPA Standards and Guidelines for program records.
3. Understanding and communicating protocols for confidentiality and release of information.
For additional handouts please email the author chris at hylton dot ca
Understanding general rules around corporate governance
Understanding the duties of directors
Understanding the impact of strong electoral policies and guidelines for elected officials
Identifying the 12 things that EVERYONE gets wrong about financial planning, Understanding insurance, Demystifying savings and investments, Wading through the banking and lending challenges, Effective tax and estate planning
This document summarizes Chris Hylton's experience in an active living program. Some of the benefits he experienced include improved fitness levels, making new friends in running groups, and building a running shoe collection. However, he also faced skepticism from neighbors and developed a mysterious illness. After ruling out other causes, his doctor diagnosed him with arrow phobia based on his exposure to arrows in the program's fitness tests and materials. Chris eventually concluded that exercise is unnecessary and people can celebrate health indoors without it.
Mindful employer program 2015 easna institute clearwaterCG Hylton Inc.
This document summarizes a presentation about supporting workplace mental health. The presentation discusses the different perspectives of managers and employees, with managers focused on tasks and customers while employees are more concerned with mental health, emotions, and personal goals. It suggests that managers could better support mental health by being more sensitive to employee needs, like a dog's sensitive sense of smell. The presentation promotes becoming a "mindful employer" through developing mindful managers, promoting mental health awareness, and eliminating stigma around seeking help. It provides resources for workshops, training champions within organizations, and supporting employees with mental illness concerns.
The C Suite, EAP and Organizational Mental HealthCG Hylton Inc.
How Managers Make a Difference in Organizational Health
EAP in the C Suite: Influencing Organizational Health.
The productivity of any organization is dependent on a number of factors: leadership, teamwork, engagement, morale, as well as employee well-being. The EAP, while concentrating on employee mental health and wellness, has the opportunity to link directly into adjacent areas. Why is it problematic? Not only do most organizations fear scrutiny, and change, but employees are mindful that the confidential EAP is there for the employees and their dependents, not so much the employer. They know the EAP is not a vehicle for rants or critiques of the organization, and above all else they are keen not to breach EAP confidentiality. So how does one square this circle?
Reaching beyond the traditional bounds of EAP requires imagination, courage, and a desire for change in organizational culture. Working closely with the Executive team or the Human Resource department, which is always committed to better engage staff and management, the EAP can provide certain baseline information to guide the engagement process. Without compromising confidentiality, the keystone of any EAP, the EAP can at intake or follow up, add in generic quality of workplace, engagement, and job satisfaction questions, where aggregated data to ensure confidentiality, would complement other data gathering processes.
In this way the EAP could serve as a thermometer of corporate health and wellness. Problematic areas could be defined in more detail with a larger employee sample, and further engagement processes with staff developed.
Through staff focus groups, interviews or other engagement sessions, the EAP could lead the charge about broadening the EAP from simply being a mental health and wellness program for employees to a broader mandate.
Traditional EAP clinical usage data, when married to organizational mental health data manifested in a myriad of files relating to critical incidents, lost time accidents, disability claims, prescription drug usage, employee satisfaction survey data, and other employer files, can yield a wealth of knowledge about how to improved employee and corporate health and wellness, along with the bottom line.
File management is key to managing the ever increasing forms, letters, documents, agreements, that flow within the organization. Learn how to do this effectively.
This document provides an overview of a conference on conflict resolution presented by Chris Hylton. Some key points discussed include understanding perceptions and root causes of conflict, learning from how animals avoid conflict through senses like smell, exploring Maslow's hierarchy of needs in relation to conflict, and introducing the "win-win" approach to conflict resolution through cooperative problem solving. Communication techniques for active listening and dealing with difficult emotions were also covered. The presentation addressed various types of conflicts such as those between employees and managers, with elected officials, youth, and between different cultures.
Chris Hylton, a benefits and HR consultant, gave a presentation on wellness and benefit planning. He discussed types of benefit plans like fully insured, ASO, and flex plans. Joint purchasing allows for more flexibility and customization of benefits. Benefit trends include rising drug costs, especially for biologics, and a focus on health and wellness programs to address chronic diseases and improve employee productivity. Carrier programs use electronic claims submission and audits to reduce costs. Flexible spending accounts and wellness initiatives were recommended.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Hidden Pathways Thru Chronic Illness - PROMS Forum Nov 28 2014CG Hylton Inc.
See how a team of patient researchers (PaCERS) helped those with chronic illness find new meaning and strength thru and in spite of their illness. Audio recording of the session is available here https://connectmeeting.ucalgary.ca/p5dw8dib86t/
Occupational health and safety has to be adapted for the aging workplace in order to be effective. By integrating best practices for the aging worker, OH&S may successfully be integrated into an organization's culture and safety is assured, every step of the way.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Company Valuation webinar series - Tuesday, 4 June 2024
Return to work: outperform and engage employees
1. Return to Work: Outperform
and Engage Employees
9 am – 12 pm Workshop
Oct 27, 2010
Infonex 940 Vancouver
Chris Hylton, MA.
CG Hylton & Associates Inc.
chris@hylton.ca or 403-264-5288
2. AGENDA
Disability and Injury Management
Planning and Strategizing on how to Return
Employees to Work
CG Hylton
Absenteeism and increased turnover
Process and Practices of Returning Employees to
Work
Benefits plan
Scenarios of Returning Employees to Work
Understanding performance in relation to current
standards
Psychological implications for employees and staff
Role of spirituality
2
3. DO YOU HAVE ANY WORKPLACE
ISSUES WE CAN TRY AND SOLVE
FOR YOU IN THIS SESSION?
CG Hylton
•What has come up in your workplace that we
could help you with today?
•What examples do you have to share with
stories about this issue ?
•Any advice for us?
3
4. REASONS FOR AN EMPLOYEE OFF
FROM WORK
At work injury (WCB)
CG Hylton
Personal time injury (car accident,
skiing accident etc)
Illness or injury
Disability- visible or non-visible 4
5. DISABILITY AND INJURY
MANAGEMENT
A workplace prevention and remediation strategy that
seeks to prevent disability and injuries from
occurring or, lacking that, to intervene early
following the onset of disability, using coordinated,
CG Hylton
cost-conscious, quality rehabilitation services that
reflects an organizational commitment to continued
employment of those experiencing functional work
limitations.
The remediation goal of this management is
successful job maintenance, or optimum timing for
return to work, for persons with a disability or
injury. 5
6. THE GOAL
Toget employees who have been off
sick/injured to return to work as soon as
safely as possible
CG Hylton
Thechances of an employee successfully
returning to work decreases rapidly with
time
6 months - 50%
12 months - 25%
24 months - less than 5% 6
7. IMPORTANCE OF EARLY ON
INTERVENTION
100
CG Hylton
Probability of RTW
80
60
40
20
0
Time
(0 to 24 months)
7
8. REMEMBER
Makesure an employee is fully
recovered:
CG Hylton
Illness: can get other employees sick
Injury: cause further damage to the injury
before it can fully recover
8
9. DISCUSSION
What are the most common injuries or
illness at your work?
CG Hylton
What are some methods to prevent
injuries?
Areyour health and safety policies up to
date ?
9
10. 78 MILLION BABY BOOMERS WITH THE
OLDEST NOW TURNING 61 (2007)
- Can you identify currently employed
CG Hylton
individuals who are at significant risk of
injury?
Physical
Physical
Demand
Demand
Capability
Of Job
20 40 60
10 Age
11. STEPS TO ENSURE EMPLOYEE IS FIT
FOR WORK
1. Fitness for work form – doctor signs and
agrees that employee can return for duty
CG Hylton
and perform the tasks
An employee may request to see the
document or request that a medical must
be done
11
12. STEPS TO ENSURE EMPLOYEE IS FIT
FOR WORK
2. Review with employee what the doctor
recommends – modified or fully return to
CG Hylton
work
The employer must adhere to what the
doctor recommends
12
13. STEPS TO ENSURE EMPLOYEE IS FIT
FOR WORK
3. Complete paperwork for modified or return
to work – have employee sign and agree to
CG Hylton
the terms and conditions
Modified – hours/day, duration of period,
type of work, etc
13
14. October 27, 2010
Hiring Manager
[address]
RE: Joe Doe (Composite Crew Laborer)
Completed evaluation at 10:45am
Dear [Manager name],
Summary of Test Results
CG Hylton
We offer you the following opinion concerning the individual’s present abilities to safely and successfully
perform the essential functions of the position for which he/she was tested:
_X__ IS CAPABLE of performing the essential functions of the position sought and does not have any
present or past medical condition/impairment that we believe would pose a significant risk to
him/herself or others should he/she be placed in the position sought.
____ NOT CAPABLE of performing the essential functions of the position sought and does not have
any present or past medical condition/impairment that we believe would pose a significant risk to
him/herself or others should he/she be placed in the position sought.
____ NOT CAPABLE of performing the essential functions of the position sought because applicant
does have a present or past medical condition/impairment that we believe would pose a significant
“medical risk” to him/her or others should he/she be placed in the position sought.
Basis for conclusion
While we are available to discuss in more detail the basis for our finding, the following additional
information provides the basis for the above conclusion:
The client was deemed “Capable” as he met all testing criteria of the medical history, the dynamic lifting, 14
and the job specific demands.
15. October 27, 2010
Page 2
Summary of Test Procedures and Principles
As part of the test, we obtained a medical history of the individual and collected baseline data concerning
the individual’s physical conditioning and specific functional limitations. The primary purpose of the test,
however, was to evaluate: 1) the individual’s ability to successfully perform the job related essential
functions of the position sought: and 2) whether there was objective medical evidence that performance of
the job related essential functions would pose a risk to the health or safety of the individual or others. The
CG Hylton
test was conducted based on our understanding of the job related essential functions of the position
sought by this individual and the traditional physical demands associated with performance of those
essential job functions.
If necessary, appropriate, and requested, we are available to engage in further examination, testing, or
discussion with the individual noted above, to ensure that you have accurately assessed his/her
qualifications for employment with your organization.
Depending on the nature of the medical condition/impairment identified in our test, the risks posed by the
position sought, and the scope of protection afforded by relevant law, it might be appropriate and/or
necessary for your organization to engage in an interactive dialogue with the individual being tested to
explore potential reasonable accommodations that would facilitate safe and successful performance of
essential job functions.
We hope this evaluation has been helpful. Please contact me if you have any questions.
Sincerely,
15
Human Resource, Management, Employee
17. WHEN THE EMPLOYEE RETURNS TO
WORK
Challenge: How does the employer engage
CG Hylton
their modified employee and help them to
outperform???
17
18. STRATEGIES FOR RETURNING TO
WORK
Strengthen the self
CG Hylton
Strengthen the family
Strengthen the community
18
19. STRENGTHEN SELF
Fosterhealthy identities, every employee is an
individual!
CG Hylton
Teach how to express emotions in healthy ways
For example: anger – talk it out with your co-worker, supervisor,
manager
Teach what constitutes a healthy, respectful adult
relationship
For example: do not allow any kind of bullying or harassment in
the work place
19
20. STRENGTHEN SELF
Teachlife skills; problem-solving techniques,
practice in developing discussion, decision
making skills, anxiety reduction, communication,
CG Hylton
coping with stress or anger management, social &
assertiveness skills
Have programs available to employees to learn to
reduce stress
Offer EAP services – counselling to help employees
Promote self-esteem, self-mastery and handling
challenges in a healthy way 20
21. STRENGTHEN SELF
Build awareness of social influences
CG Hylton
Preventionmentorship utilizing community role
models for support and guidance in personal
growth
21
22. STRENGTHEN FAMILY
Strengthenparenting skills e.g. how to deal with
adolescents, how to enforce family policies on
substance abuse, drug information, parent role-
playing
CG Hylton
For example: be flexible with schedules for parents
who need to attend their child’s activities
Enhance family bonding and relationships
through family programs
Poster,
pamphlets, discussions and presentations
on substance abuse 22
23. STRENGTHEN THE WORKPLACE
Bridge youth & elders with inter-generational
activities
For example: in a workplace setting pair the young
CG Hylton
and old to work together
Peerleadership prevention activities for youth to
reinforce leadership skills
For example: senior staff can mentor the newly hired
staff
23
24. STRENGTHEN THE WORKPLACE
Celebrate holidays, birthdays, and company events
Have an open door policy
CG Hylton
Employees can approach management with problems
or issues and ask for advice or help
Promote teamwork
Dissuade
any harassment or bullying in the
workplace
24
25. HELP YOUR EMPLOYEES
Byhelping your employees to grow they can
reach their potential when returning to work
CG Hylton
Make your employees confident with
returning back to work and that you can help
to accommodate them if necessary
25
26. ENGAGING THE EMPLOYEE EXERCISE
Discussion: How can you as an employer help your
employees feel better when they return to work?
CG Hylton
What is something at your workplace that is positive
and motivate employees?
Give an example of Strengthening the self, family,
and community an employer can do for their
employees.
26
27. HELP STAFF HELP THE
RETURNING EMPLOYEES
Informstaff of returning employee – debrief and
explain the situation
CG Hylton
Have a welcome back party!
Opportunity for co-workers to interact with the
returning employee
Provideballoons, flowers, cards and /or a
welcome back banner in an employee's work
space to show that the individual was missed 27
28. HELP STAFF HELP THE
RETURNING EMPLOYEES
Clear
work out as necessary to enable an
employee to return to a clean desk or work area
CG Hylton
Offer your support if required
Work load
Catching up to current projects, people, and issues
28
30. ATTENDANCE MANAGEMENT
Beaware of the signs/attendance that an
employee might not be ready to come back to
CG Hylton
work!
Ifemployees are absent find out the reason,
and how to respond effectively
30
31. TYPES OF ABSENCES
Innocent Culpable
CG Hylton
Absenteeism Absenteeism
Long Repetitive
Term Short Term
Condition Absences
CANNOT DISCIPLINE! DISCIPLINE WARRANTED
31
32. INNOCENT ABSENTEEISM
Innocent Absenteeism is disability, illness, or
other legitimate health reason
CG Hylton
Discipline is inappropriate
May affect non-disciplinary termination
Employee has record of excessive absenteeism
Employee cannot hold regular attendance in the
future
32
33. INNOCENT ABSENTEEISM
1. Provide warnings
CG Hylton
2. Provide opportunity to improve attendance
3. Be consistent
33
34. INNOCENT ABSENTEEISM
Institute
attendance management program for
monitoring absenteeism
CG Hylton
Understandthe actual levels of absenteeism in
the workplace
Record all incidents of absenteeism and lateness
– but be careful what you count
34
35. ATTENDANCE MANAGEMENT
PROGRAM
Improve health and safety procedures
Having a safe free environment is important to
CG Hylton
prevent future injuries
Decreases the number of employees on leave for
injury
Management and the HR department should come to
terms the procedures for every situation at work
Should analyze every position and what hazards
might these employees encounter
Create health and safety policies that protect the
company and their employees 35
36. ATTENDANCE MANAGEMENT
PROGRAM
Provide employee assistance programs
EAP programs provide counselling services for
CG Hylton
employees paid by the employer
Employees can seek help/advice on any issue
they find themselves having trouble dealing
with
Helping your employees helps you the
employer to have a healthier working
environment that increases productivity 36
37. ATTENDANCE MANAGEMENT
PROGRAM
Provide attendance incentive programs
Reducing absences can help reduce turnover
CG Hylton
If one person is sick at work, send them home!
Less likely to get everyone else sick
Less stress due to heavy workloads from the people
who are sick
Providing incentives helps employees to go to
work and enjoy being rewarded for being there
at their jobs 37
38. ATTENDANCE MANAGEMENT
PROGRAM
Collect and publish attendance statistics
Find out the number of absences a year
CG Hylton
Set attendance goals and monitor achievement
Award employees who have a good attendance
38
39. ATTENDANCE MANAGEMENT
PROGRAM
An attendance management program
Can be in the form of an incentive program, rewarding
CG Hylton
employees with good attendance
Can be in the form of a behavioral program – the
company will only tolerate so many absences before
definitive action is taken
Writing that individual up in a report and have that
employee sign
3 strikes you’re out idea
Termination 39
40. ATTENDANCE MANAGEMENT
PROGRAM
Remember to be consistent and fair!
The program is to help employees improve their
CG Hylton
attendance
Not a punishment program
Can be seen as de-motivating
Increases turnover – as employees are punished
for being legitimately ill
40
41. EARLY INTERVENTION – ‘TURNING THE
TAP OFF’
Old system: ‘Sick Note’ New system: ‘Fit Note’
CG Hylton
Uninterrupted flow of the untreated unwell. 41
Early intervention reducing the
Cultural and behavioural change required flow on to benefits
42. BENEFITS
Reduces costs
An injured employee takes their time to heal, too
CG Hylton
soon and causes further injury – costing the
employer more in WCB fees or time loss from no one
filling that position
Creates a healthier working environment = better
employee attendance
Reduces stress of employees- know that their
employer is supporting their recovery
42
43. BENEFITS
Increases attendance
Employees are appreciated for their good
CG Hylton
attendance
Employees know that with a program in place, sick
days are treated fairly
Less stress – not as many employees calling sick
and therefore workloads are not increased to
cover the missing person
43
44. TURNOVER REDUCED
Good employees do not leave because of being
overworked!!!
CG Hylton
Place of employment is healthier and therefore less
likely have employees leaving
Being a supportive manager/employer for people
returning to work will motivate that employee to
come back sooner!
44
45. INNOCENT ABSENTEEISM
Don’t rigidly adhere to defined policies
CG Hylton
Allabsences are presumed innocent unless proven
otherwise
Can ask for doctor’s note
If culpable, then discipline may be warranted
Use progressive discipline
45
46. INNOCENT ABSENTEEISM
Provide feedback
Speak with employees when they are having
CG Hylton
trouble
Discipline when warranted
Implement last chance agreements when all
else fails (unionized setting)
46
47. ABSENCE ACCOMMODATION
An employer can accommodate an employee if there
are scheduling conflicts that result in absences
CG Hylton
For example: Single mother cannot get children to the
day care until 8am, her shift starts at 8am. She is late
almost every day. The employer can accommodate
her by starting her shift an hour later.
47
48. TERMINATION: LAST RESORT
Employer has to demonstrate:
CG Hylton
Record of excessive absenteeism
Incapable of regular attendance in the future
Accommodation to the point of undue
hardship
Follow program of progressive discipline
Terminate with caution = there is always a
risk of a grievance or a human rights
complaint 48
50. RETURN TO WORK AFTER
EXTENDED ABSENCE
Policies are needed in place for Employees returning
to work
CG Hylton
Management and HR must come together and plan
and agree on the terms and conditions that are
acceptable
50
51. POLICIES
Provide fair and equitable treatment for employees in
receipt of disability benefits
CG Hylton
Prove assistance, rehabilitation, and accommodation
that promotes productive return to work opportunities
for disabled employees with work restrictions.
Employees should never be rushed or pressured back to
work by management
51
52. RETURN TO WORK AFTER
EXTENDED ABSENCE
There are a couple of steps to take when an
employee returns after an extended absence
CG Hylton
1. Meet with the employee- find out how they feel
mentally and physically
2. If necessary find out from a doctor if the employee is
physically fit to work
3. Create a plan with the employee – if they can return
to their job duties right away or you need to modify
their job duties 52
53. RETURN TO WORK AFTER
EXTENDED ABSENCE
4. Decide on length of time on modified work, hours
per work, pay per hour/week, and anything related
CG Hylton
to the job
5. Write this out formally in a report
6. Have the employee sign and agree to the terms and
conditions
7. Follow up – in a week see how the employee is
doing, how they are re-adjusting to working again 53
54. PLANNING
When creating these plans with employees make sure
that you are consistent!
CG Hylton
Remember while everyone’s absences or injuries are
different, you must create a plan that suits their needs
but also the needs of the company
Note: employees returning back to work might not be
as fast paced, remember everyone will recover in
their own time
54
55. PLANNING EXERCISE
Situation: A meat cutter in a grocery is returning to
work after being injured at work. This worker is on
CG Hylton
WCB and you have been advised that they can only
work certain hours, has to go to physiotherapy, and
cannot lift any heavy things.
Get together in a small group and create a plan for this
worker.
What are the conditions to consider?
How can you as an employer make this individual
return to work transition smooth?
55
56. RETURN TO WORK ADJUSTMENTS
Thereare several methods to help an employee
return to work
CG Hylton
Changing the number of hours per week the
employee has to work
Allowing more breaks in the shift
Changing job duties
Consider that employee for another position for the
time being
Partner with another employee to work with 56
57. BEST PRACTICES IN RETURNING
EMPLOYEES TO WORK
Different
scenarios call for a different
approach on how to accommodate a returning
CG Hylton
to work employee
Research,
speak with HR, and decide the best
accommodations
The first time is not always right, remember
to monitor and adjust the accommodation if it 57
is not working!
58. EXERCISE SCENARIO 1
An employee in an accounting firm has recently
been disabled from the waist down.
CG Hylton
What are some of the accommodations to
consider?
58
59. EXERCISE SCENARIO 2
A liquor manager is a recovering alcoholic. He is
returning to work after spending 3 months in rehab.
CG Hylton
What are some of the accommodations to
consider?
59
60. EXERCISE SCENARIO 3
An employee in an office has pneumonia but does
not have any more sick days. That employee must
CG Hylton
return to work.
What are some of the accommodations to
consider?
Should the employee be put on the attendance
management program?
60
61. CASE STUDY: NURSE DONNA
Donna is a 42-year-old Registered Nurse. She has worked in a
large acute care hospital for the last fifteen years, primarily on a
medical ward.
She loves being a nurse and takes a great deal of pride in her
CG Hylton
work. She is a valued member of her team and often covers for
the charge nurse when she is away
It is not unusual for Donna to pick up overtime shifts. Recently,
her unit was assigned to a new manager as a result of hospital
reorganization.
Donna is recently separated and has been involved in a difficult
divorce and custody dispute over her two children.
As well, her mother was diagnosed with breast cancer and
moved in with Donna for care and support.
61
62. CASE STUDY: NURSE DONNA
Gradually, Donna started feeling overwhelmed by her
responsibilities, both at work and at home.
She was constantly tired, and often felt irritable and
CG Hylton
moody.
She found she easily forgot things and often could not
stay focused on a task.
She mentioned this to her family doctor during a routine
visit.
After a brief interview, her doctor diagnosed her as
suffering from depression.
She was prescribed an antidepressant and it was
suggested that she take a few weeks off work to rest.
62
63. CASE STUDY: NURSE DONNA
Donna took four weeks off work. She also met with a
counsellor though her organization’s external EAP
program.
CG Hylton
She attended the allotted six sessions of counselling.
She appreciated the support but found this wasn’t helping
to improve her symptoms or functioning.
Although she was not feeling much better she did return to
work, in part because of financial concerns, but also
because she felt she was letting her coworkers down.
63
64. CASE STUDY: NURSE DONNA
Donna worked for two weeks and then stopped due to
continued fatigue, poor concentration and memory as well
as unpredictable bouts of tearfulness and feelings of
anxiety.
CG Hylton
Donna’s doctor increased her medication and suggested
she take an additional 3-4 months off work.
She used up her remaining sick time and applied for EI
benefits.
However, after this time she Donna was still not able to
return to work.
She applied for and was accepted on to Long Term
Disability and was referred to a rehabilitation consultant
for vocational rehabilitation services.
64
65. CASE STUDY: NURSE DONNA
As Management, what returning work plan should be
created?
CG Hylton
What factors are there to consider?
What must she do to return to work?
What must her supervisor do to return her to work?
What must her disability consultant do to help her along
this process?
65
66. RETURNING EMPLOYEE TO WORK
An employee should feel confident they can return
to work
CG Hylton
Work out that plan! Make sure everyone
understands and agrees with the plan
Accommodate
Absences maybe an indication they are not ready
to work yet!
66
67. BENEFITS FOR EMPLOYEES
RETURNING TO WORK
Benefits plan
It is important that small businesses to large companies
CG Hylton
have a good comprehensive benefit plan
Invest in employees – a good benefits plan will help
retain the good employees
A security for employees – knowing if anything
happened to them they would have coverage
Carriers have the flexibility to create a plan that suits
your company’s budget and needs
67
68. BENEFITS FOR EMPLOYEES
RETURNING TO WORK
EAP Plan
Employee Assistance Program Plan
CG Hylton
Employers pay for a certain number of counselling
sessions for their employees
Employees can seek out counselling for advice or help
on how to deal with their daily stress, emotional
dilemmas, or build stronger relationships with
family/coworkers
Working together: HR and management
Plan with your Human Resource people
Create policies that protect the company and 68
employees
69. BENEFITS FOR EMPLOYEES
RETURNING TO WORK
WCB - Workers
Worker’s Compensation Benefit
CG Hylton
Employees injured at work are compensated by
WCB paid by the employer
Assessed by WCB doctors to determine if
employee is fit to return to work
http://www.wcb.ab.ca/pdfs/employers/EFS_Pers
onal_Coverage.pdf
69
70. BENEFITS FOR EMPLOYEES
RETURNING TO WORK
Insurance Company Supervisor
& WCB
CG Hylton
Return to Work
Coordinator
Medical Community Injured or Sick
Employee
Human Resources/Benefits
Specialized Services
Union Representative (if any)
70
71. UNDERSTANDING PERFORMANCE IN
RELATION TO CURRENT STANDARDS
Performance reviews must be fair and equitable
to all employees regardless of race, disability,
etc.
CG Hylton
Same standards for all employees
Theemployer should review the returning to
worker
Tasks assigned
Where completed,
Employee’s attitude, 71
Work ethics, etc
72. EMPLOYEES RETURNING TO
WORK – DEPRESSION STATISTICS
Statistics Canada on Jan. 12, 2007, found that
half a million Canadian workers experience
CG Hylton
depression and most of them — almost 80 per
cent — say the symptoms interfere with their
ability to work
72
73. IMPORTANCE OF EARLY
INTERVENTION
100
CG Hylton
80
Probability of RTW
60
40
20
0
Time
(0 to 24 months)
73
74. EMPLOYEES RETURNING TO
WORK – DEPRESSION STATISTICS
Work impairment more likely among
depressed workers
CG Hylton
Relatively high percentages of workers who
had experienced depression reported specific
forms of work impairment.
These included reduced activities because of a
long-term health condition, at least one mental
health disability day in the past two weeks, and
absence from work in the previous week.
74
75. EMPLOYEES RETURNING TO
WORK – DEPRESSION STATISTICS
Work impairment more likely among
depressed workers
CG Hylton
About 29% of workers who had had a recent
episode of depression reported reduced work
activities because of a long-term health
condition. This was three times the proportion
of only 10% among those with no history of
depression.
75
76. EMPLOYEES RETURNING TO
WORK – DEPRESSION STATISTICS
Work impairment more likely among depressed
workers
CG Hylton
As well, 13% of workers who had experienced
depression reported at least one day in the
previous two weeks when they had to stay in bed,
or cut down on normal activities, or their daily
activities took extra effort, because of emotional or
mental health or the use of alcohol or drugs.
76
77. EMPLOYEES RETURNING TO
WORK – DEPRESSION STATISTICS
Work impairment more likely among depressed
workers
CG Hylton
Only 1% of workers with no history of depression
had taken a mental health disability day in the
previous two weeks.
Also, 16% of workers who had had a recent
depressive episode had been absent from work in
the past week, twice the proportion of 7% of those
who had never had a depressive episode.
77
78. EMPLOYEES RETURNING TO
WORK – DEPRESSION
Management of depression in the
workplace must begin with the workplace.
CG Hylton
With regard to depression management,
neglecting the workplace may result in:
Failure to control or eliminate risk factors,
such as conflict with co-workers or
supervisors or lack of perceived control over
workload, which may initiate or compound
depression as well as increase the likelihood
of depression relapse
78
79. EMPLOYEES RETURNING TO
WORK – DEPRESSION
Delivery of treatments that ignore the
depressed person’s relationship to the
CG Hylton
workplace and thus worsen the disability
state
This can include recommendations of
“stress leave” without concurrent provision
of strategies to maintain or build resilience
and coping skills
This can readily result in demoralization,
inactivity, and loss of engagement with
coworkers
79
80. EMPLOYEES RETURNING TO
WORK – DEPRESSION
Poor communication between healthcare
providers, disability managers, and the
CG Hylton
workplace, resulting in limited
understanding of the depressed worker’s
status and delayed or inadequate
consideration of appropriate return-to-
work strategies.
80
81. UNDERSTANDING THE COURSE OF
MENTAL ILLNESS
CG Hylton
Diagnosis
Symptoms of
Depression
81
TIME Adapted from Janus Associates
82. STEPS TO PREVENT DEPRESSION
IN THE WORKPLACE
1. Reducing the presence or severity of
organizational and workplace
CG Hylton
stressors
Stress intervention seeks to modify
employment characteristics such as
excessive/unpredictable workload,
unclear job expectations, or lack of
perceived control, all of which have been
linked to depressive symptoms
82
83. STEPS TO PREVENT DEPRESSION IN THE
WORKPLACE
2. Increasing the ability of workers to cope with stress
Examples of stress management skills are:
Structured problem solving to appraise and respond
CG Hylton
to problems in a more effective way
Interpersonal strategies for mobilizing support in the
workplace
Conflict management to handle disagreements with
coworkers;
Relaxation techniques to reduce maladaptive tension
Communication training to clearly and assertively
express one’s viewpoint
83
85. BENEFITS FOR EMPLOYEES
RETURNING TO WORK
Is a collaborative process which assesses,
plans, implements, coordinates, monitors
CG Hylton
and evaluates options and services required
to meet an individual’s health needs using
communication and available resources to
promote quality, cost effective outcomes
85
86. RETURNING EMPLOYEES- ROLE
OF SPIRITUALITY
Spirituality- individual’s search for the
sacred
CG Hylton
Provides meaning, purpose, &
optimism
Individual’s view of self in relations to
otherwise is defined by their early primary
caregivers
Expectations for all future relationships
developed in adulthood come directly 86
from our childhood
87. RETURNING EMPLOYEES- ROLE
OF SPIRITUALITY
Increasing spirituality decreases Depression
CG Hylton
Religion and spirituality can be the same
Religion helps to define purpose and meaning of
who we are
Spirituality can exist without religion
87
88. RETURNING EMPLOYEES- ROLE
OF SPIRITUALITY
Whena crisis/issue arises, how well we deal with it
depends on how well we can cope
Attachment Theory
CG Hylton
The better the childhood – the faster and stronger an
individual can recover
The worse the childhood – the more easily individuals
can fall into depression or/and have substance abuse
Tocope: build spirituality – self esteem, change
those relationships in your life, be self- directing
SelfDirecting: active self – improving yourself and
learning how to cope 88
89. THE PERCEPTION OF CREATOR, OR
NATURE OR SPIRITUALITY
What does this have to do with anything?
CG Hylton
Benevolent View
Punitive View
89
90. OUR OFFER TO YOU
Please call if you have any HR, or workplace issue that
you are overwhelmed with
We can help you
We also are pleased to do Free Workshops for your
organization (some limits apply) Let us know what your
needs are and we will make it happen!
90
91. CG HYLTON - SERVICES
HR Consulting Benefits, Pensions,
Job Descriptions
EAP
Strategic Planning
Salary Grids
Drug and Alcohol
Wellness at Work
programs
Staff Morale
Dept re-orgs
Training and Workshops
Leadership
compensation
Tel 403 264 5288
chris@hylton.ca
91
The consultant would speak to her family doctor about her current treatment plan, her response to date and other possible options. If appropriate, her doctor would refer her to a psychiatrist or outpatient mental health clinic for further consultation and recommendations.■ She was given information about community home care for support for hermother. She was also provided with resource materials including localsupport groups, some proven web sites and self-care materials.■ She was referred to an exercise therapist, sponsored through the rehabilitation consultant, to begin to become more physically active and to add some structure and routine to her week.■ She was referred to a registered psychologist who would provide cognitive behaviour therapy to improve her coping skills, mood management and problem solving. A particular focus was placed on gradual activation, including social involvement, and on planning forissues that could arise at work.■ Finally, the rehabilitation consultant spoke with Donna’s employer who indicated they were willing to support her in a supernumerary graduated return to work program when she was ready.After four months of proper medication management, psychotherapy sessions and an exercise program, she was feeling much better. Her mood, concentration and stamina had improved, she had lost weight and she had reconnected with some colleagues from work. Donna, her doctor and her rehabilitation consultant communicated and agreed that she was ready to return to work. It was recommended that there be some restrictions includingno night shifts, charge responsibilities or overtime for six months. A return to work meeting was held with Donna’s manager and union representative to discuss reintegration to the workplace. A six-week supernumerary graduated program was arranged. Alternate wards were discussed, but Donna felt that returning to her own unit would be the most supportive and looked forward to her return to work. At the end of the Return To Work program Donna was working full-time and feeling well. Her employer indicated there were no concerns about her performance. All restrictions were lifted after three months, but Donna was much more selective about picking up overtime or charge responsibilities.She enrolled in a company supported exercise facility and participated in a community program for single parents. She continued on her medications with the understanding that she would be reassessed and the medication would be gradually discontinued in the absence of renewed symptoms. In conjunction with her psychotherapist and physician, she developed some strategies to deal with future stressors or changes in functioning. Overall,she felt much more confidant about her ability to balance work and homeresponsibilities.
Typical Course of DepressionEveryone experiences normal mood variations over timeHowever, some predisposed individuals will develop progressively more distressing symptoms, often in response cumulative stress or a precipitating event such as a job loss or marital separationFor many these symptoms will resolve without treatment but for others they become progressively more severe until they surpass the diagnostic threshold and require clinical intervention.4. only ½ of those experiencing a depressive episode will seek professional help. Of those who do, some do not respond to usual dare and their depression follows a chronic course that can persist for years.Most who receive appropriate care show significant improvement in 4-12 weeks. Of those who respond to treatment some have a full remissionOthers have only a partial recovery with persistent symptoms of depressionIn either case, it is not uncommon to suffer a relapse although this is far more likely where the response to treatment did not result in full remission.Even after full recovery there is still a 50% chance of recurrence, most often within two years.