Disability Management Be Prepared

1. Disability ManagementBe Prepared Sue O’Grady B.Sc (hons),DC March 2, 2011

2. Purpose To Understand What is Disability / Disability Management?             Who needs to be involved in a successful program?    Tracking, Metrics and Useful tools Presley Reed, ODG How to Prepare your DM toolbox: JDA, CDA

3. Why Pay Attention? The Burden of Disability Absenteeism Presenteeism If an employee is off work for 6 months, the likelihood of EVER returning to work is 50%, after 12 months 10%

4. “Unplanned absences are “8.7% of payroll”1Survey on the Total Financial Impact of Employee Absences. Medical Benefits; 11/30/2010, Vol. 27 Issue 22, p9-9, 2/3p, 1 Graph “...productivity and absence management reported that unplanned absences caused a 54 percent decrease in productivity/ output and a 39 percent drop in sales and customer service.” The Hidden Cost Of Absenteeism.OfficePro; Jan/Feb2011, Vol. 71 Issue 1, p5-5, 1/3p

5. The Disability Iceberg Visible costs Income replacement Overtime Invisible costs Supervisor’s time Payroll Admin costs HR time Retraining Co-worker morale Presenteeism

6. Definitions (WHO) Impairment = loss of structure or function (anatomic/pathological definition) Disability = inability to perform a certain role or task (functional definition)

7. Models of Disability Medical model – Impairment predicts disability Psychological model -mental pathology is seen as the main cause of disability Social model - social groups and social evolution are driving forces which shape individual and organizational behaviour. These theories centre on identifying the social and economic conditions which contribute to dysfunctional social systems, which in turn produce the disabled individual. Developmental model - disability as a continuously evolving process subject to many influences. This model incorporates findings and information from the medical, psychological and social theories to determine which causal factors are most important to a disabled individual at any given point in the evolution of his or her disability. Ref – Anna Blake, Benefits Canada, March 2000

8. Types of Disability • Sick leave • Short term • Long term • WSIB

9. Disability Management (DM)What is it? Disability management is a proactive, employer-centred process that coordinates the activities of labour, management, insurance carriers, healthcare providers and vocational rehabilitation professionals for the purpose of minimizing the impact of injury, disability or disease on a worker's capacity to successfully perform his or her job. Ref – Anna Blake, Benefits Canada, March 2000

10. Disability Management- Who? Employer Employee Human Resources Health and Safety Professional Disability Case Manager Insurer Union Legal

11. Disability Management- How? Tracking – what are your Metrics? Number of claims per employee ( frequency) Average duration per claim (severity) Days lost per employee % payroll Etc.

12. Disability Management- How? Benchmarks StatsCan reports Official Disability Guidelines

13. Disability ManagementOfficial Disability Guidelineshttp://www.disabilitydurations.com/ Low back Pain (ICD 724) Return-To-Work "Best Practice" Guidelines Vague, descriptive diagnosis with multiple causes -- Mild, clerical/modified work: 0 daysMild, manual work: 7-10 daysSevere, clerical/modified work: 0-3 daysSevere, manual work: 14-17 daysSevere, heavy manual work: 35 daysSevere, heavy manual work, chemical dependence comorbidity: 49 daysWith radicular signs, see 722 (disc disorders)With radiating pain, no radicular signs, see 847 (sprains & strains)Obesity comorbidity (BMI >= 30), multiply by: 1.31

14. Discussion: Challenges?

15. Disability Management- Tools? Job Demands Analysis (JDA) Cognitive Demands Analysis (CDA)

16. Job Demands Analysis • Analysis and quantification of the physical/functional demands of a job • Getting the mot out of an PDA/JDA: • allow access to the workplace, worker, supervisor; • ask the evaluator to quantify requirements in a useful manner • specify if you require recommendations

17. Cognitive Demands Analysis • Analysis and quantification of the cognitive and non-physical demands of a job • Getting the most out of Cognitive Demands Analysis: • allow access to the workplace, worker, supervisor; • request recommendations

18. Disability Management- Case Study 1 – Mental Health 54 year old female University Professor Early onset Alzheimers (case inspired by “Still Alice” by Lisa Genova)

19. Disability Management- Case Study 2 – Low Back Pain 38 year old female Sudden onset of low back pain Guard at medium security prison FAF: no heavy lifting, no prolonged sitting or standing, limited walking.

20. Disability ManagementBest Practice • Document the Principles of your program • Create a DM policy, strategy and process by engaging key stakeholders • Figure out how you are doing – track key metrics • Set goals or objectives • Clarify who is accountable for what and hold them accountable • Communicate broadly • Use the tools– disability guidelines, clinical guidelines • Track your progress • Audit and revise regularly

21. Thank you Additional Questions