C13_Kelloway_MOHS8e_final.pptx

PowerPoint
Presentation for
Management of
Occupational Health
and Safety
Prepared by
Bernadette Gatien
Copyright © 2021 by Nelson Education Ltd.

Chapter 13
Disability Management
and Return to Work
13-2

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

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

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

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

Opening Vignette:
Return to Work, High-Profile Style

• Organizations can use disability management
to:
– Prevent workplace injuries and illnesses
– Facilitate successful return to work for injured
employees
• There are many reasons for organizations to
engage in active disability management

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

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

• Legal Motives
– Duty to accommodate:
• Legislated responsibility of employers to accommodate
workers who are attempting to return to work following
an injury or illness via changes in job tasks and/or the
work environment to enable workers with a temporary
or permanent disability to perform work productively
• return to work - temporary and permanent
13-11

• Legal Motives
– Undue hardship
• Aspect of human rights legislation that means
employers must accommodate the needs of a
disabled worker unless the necessary modifications
would lead to health and safety difficulties or
present unsustainable economic or efficiency costs
13-12

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

Notes
• Disability Management
• use intervention
13-14

• Disability management programs are most
effective using a systems approach
• Systems Approach
– An approach to disability management that
emphasizes the work and organizational context
• Disability management programs are
integrated into all aspects of the workplace
13-15

Assessing
Disability Management Programs
• Primary Values for Disability Management
Programs:
– Safe and productive employment for individuals,
including those with disabilities
– Reduced incidence and impact of workplace injury
and illness
13-16

Assessing
Disability Management Programs
• Indicators of program success:
– Decreased rates of incidents and illness
– Shorter duration of work disability
– Reduced associated costs (e.g., wage
replacement)
– Sustained return to work
– Improved quality of life

Best Practices in
• People-focused Climate
– Values human resources and supports safety
initiatives
– Employees have a voice in the program
• Prevention Focus
– Efforts to reduce the incidence of illness and injury
in the workplace

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

• Early Intervention
• Reduce risks for injury and illness
• Look for patterns in absence data and intervene
• Make early contact with injured workers
• Education
• Supervisors play important roles in prevention and in
return to work. They need to be trained in all aspects of
the programming.

13-21

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

• Return-to-work coordinator
– Person who is responsible for return-to-work case
management
13-23

• Return-to-work
– process for a return to work order
• go to the Physician (FAA - Functional Ability
Asssessment )
• identify the things that the employee cannot do
• collaboration between Dr, employee and employer
13-24

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

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

13-27

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

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

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

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

• PDA and FAA can help identify the types of job
modifications and accommodations that
would lead to a safe and early return to work
for an injured worker.
13-32

Stakeholders in Disability Management
• Injured or ill workers
• Employers
• Unions
• Health care providers
• Insurance providers
• Governments
• Disability management contractors

Barriers to Return to Work
• Slowdowns in the
process (e.g.,
paperwork delays)
• Psychosocial factors
• Fear
• Long absences
13-34

• Disability-related absence often has three
stages:
– Acute (1–30 days)
– Subacute (31–90 days)
– Chronic (91 + days)

• Long absences can be a barrier to successful
return to work.
• Private insurers estimate average length of a
chronic disability is nearly three years.
• When early and safe return is possible,
facilitating early return is important for all
stakeholders.

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

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

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

Video Link
• Return to Work
– https://www.youtube.com/watch?v=j8EM-
aSmWds (2min, 51sec)

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

Return to work
• accomodation
• voluntary and collaborative
• 6 months - 2 weeks increment
• Physician - issuance of FAA
• 2 weeks - reassessment
• no need RTW if you are 100% fit to work

C13_Kelloway_MOHS8e_final.pptx

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