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ABILITY MANAGEMENT STRATEGIES

ABILITY MANAGEMENT STRATEGIES. Presented By: MARTINE OLIVEIRA September 16, 2010. NATIONAL LOCATIONS. VANCOUVER. THUNDER BAY. TIMMINS. MONTREAL. SAULT STE. MARIE. DARTMOUTH. SUDBURY. OTTAWA. OWEN SOUND. TORONTO. WINDSOR. COMPANY PHILOSOPHY. EARLY INTERVENTION

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ABILITY MANAGEMENT STRATEGIES

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  1. ABILITY MANAGEMENT STRATEGIES Presented By: MARTINE OLIVEIRA September 16, 2010

  2. NATIONAL LOCATIONS VANCOUVER THUNDER BAY TIMMINS MONTREAL SAULT STE. MARIE DARTMOUTH SUDBURY OTTAWA OWEN SOUND TORONTO WINDSOR

  3. COMPANY PHILOSOPHY EARLY INTERVENTION Coordinating assessments and beginning case management immediately to achieve timely but healthy return to all occupational functions. INTEGRATED APPROACH Integrating all services into a seamless program resulting in customized processes that are cost-effective and rich with extra services. ABILITY MANAGEMENT Considering all factors to focus on maximizing abilities rather than simply minimizing disabilities.

  4. NIDMAR • An internationally recognized organization committed to reducing the human, social and economic costs of disability. • Follows an international standard practice established by the International Disability Management Standards Council (IDMSC) for measuring and implementing disability management programs and practices. • Supported by Human Resources and Skills Development Canada (HRSDC) and the Workplace Safety & Insurance Board (WSIB).

  5. RETURN TO WORK STRATEGIES & NIDMAR • Responsibilities / Accountabilities • What is Duty to Accommodate? • Principles of Duty to Accommodate: • Respect for dignity; • Individualized accommodation; • Integration; and • Full Participation.

  6. EMPLOYEE RESPONSIBILITIES • Advise the Employer of the need for an accommodation • Provide medical information regarding restrictions • Participate in discussions regarding possible accommodations/solutions • Cooperate with experts • Meet the agreed upon performance standards once accommodations are in place • Work with the Employer to manage the accommodation process • Voice their desire for Union involvement (if applicable)

  7. EMPLOYER RESPONSIBILITIES • Accept the Employee’s initial accommodation request in good faith (unless there are legitimate reasons for acting otherwise) • Take an active role in investigation of accommodation process and implementation • Limit requests for information to those reasonably related to the nature of restriction to respond to accommodation • Grant accommodation in a timely manner • Bear costs of any required additional medical information / documentation to clarify best practice/implementation

  8. UNION RESPONSIBILITIES • Take an active role as partner in the accommodation process and return to work plan • Share joint responsibility with the employer to facilitate accommodation • Support the accommodation measures irrespective of collective agreements • Collective agreements cannot be barriers to providing accommodations

  9. AUDITING THE RTW PLAN • Monitoring of incremental increases during GRTW is key • Ensure treatment compliance throughout to promote maximum recovery • Evaluate effectiveness of accommodations during RTW plan

  10. HEIRARCHY OF RTW OPTIONS • Return to same job with modifications leading to full RTW. • Return to different job that addresses restrictions leading to RTW at pre-injury/illness position/duties. • Return to different job with accommodation leading to F/T RTW in a different position (if restrictions are permanent and cannot be accommodated in pre-injury/illness position).

  11. CONSIDERATIONS WHEN PLANNING / COORDINATING MODIFIED GRTW WITH EVENTUAL RTW TO FULL JOB DUTIES • Incremental work hours increased • Incremental increases in shift work • Incremental increases to job demands (physical, cognitive or social) • Systematically outlined plan with clear goals and dates • Identified possible barriers & actions to be taken if barriers arise including stakeholder responsibilities • Clarify that full RTW is the expected/anticipated outcome

  12. COORDINATING RTW FOR PERMANENT RESTRICTION • Adhere to Duty to Accommodate • Ensure clear medical information supports that the employee has reached maximum medical and functional recovery • Determine if GRTW is needed if returning to permanent accommodation to assist with safe reintegration (after prolonged absence)

  13. CASE STUDY #1 Medical Diagnosis: Dislocated Right First Toe resulting in surgical repair Position: Courier (requiring frequent climbing on/off truck, driving, walking, standing and carrying and lifting up to 40lbs frequently and 70lbs occasionally) • Barriers: • Complications with surgery which caused him to lose all feeling and • permanent inability to move right toe resulting in balance issues • with related implications for rehabilitation. • HR initially unwilling to accommodate a GRTW plan due to impact to other employees and department

  14. CASE STUDY #2 Medical Diagnosis: Acute Anxiety Reaction; generalized anxiety disorder Position: Cage and Coin Attendant at a casino (constant social interaction and eye contact with customers and co-workers, busy and fast paced environment, ability to count money and cash out customers). Barriers to Recovery: HR Issues including: - Spouse also an employee at the same organization terminated from work due to sexual harassment & accused of having an affair with another EE - EE is ashamed and co-worker is a trigger for anxiety - HCP very defensive of EE & supports EE staying home

  15. CASE STUDY #3 Medical Diagnosis: Post Traumatic Stress Disorder following a traumatic incident on the job. Position: Police officer Barrier: ER willing to accommodate any needed RTW plan; WSIB claim deemed P.I.

  16. CASE STUDY #1 – Actual Outcomes • Able to determine specific restrictions and prognosis for RTW identified. • GRTW plan proposed to HR. • Plan implemented resulting in full RTW after 6 weeks. • All parties participated and agreed with plan in place. • Plan monitored by AMC.

  17. CASE STUDY #2 – Actual Outcomes • Personal and HR issues identified as barriers. • Determined there were secondary gains from an MVA. • Specific restrictions identified. • Meeting with HR coordinated to discuss HR issues. • HR agreed to provide supportive RTW environment. • EE agreed to pursue appropriate treatment. • GRTW implemented resulting in full RTW.

  18. CASE STUDY #3 – Actual Outcomes • IME completed supporting GRTW in a new position. • Ongoing case management to assist with transition to new position.

  19. QUESTIONS ???

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