The Value of Attendance Support

1. The Value of Attendance Support Annette Patterson Director, Health Management Solutions

2. Outline…. • Organizational culture • Proactive Employer Approach • Attendance Support ~ the Big Picture • inConnection • Success Story

3. Organizational Culture Understanding the issue …….. Do you have an absence policy? What does it say? Is it … • Disciplinary in tone • Inconsistent and ineffective • Lacking a formal process to support managers and/or employees Resulting in a…. Culture of Entitlement Management Support is key..

4. Or is it … Understanding the issue … • Proactive instead of reactive • Supports the philosophy of a safe return to work policy; • focus on a healthy and safe work environment • modification of duties and work programs • accommodation • occupational therapy assessments • early return to work • team approach

5. Reality Check Absenteeism costs are on the rise…….. • Improved productivity • Reduced costs for absenteeism • Attraction & retention tool • Changes attitudes towards entitlement • Measurable results • Assists in developing solutions • addressing workplace issues • wellness initiatives The average duration for long-term sick leave in Canada is 11 weeks ~ early intervention is the key** A good organizational health strategy includes an attendance management policy Absenteeism is often not the problem but a symptom ***Source: Statistics Canada, 2004

6. Proactive employer approach … 1 2 • Cooperation is key… • Employees • Managers • Doctors • Occupational Health & Safety • Union • Enhance existing programs… • Forms • Procedures (fair/practical policies) • Compliance with regulations & guidelines 3 • Realize employer rights… • Obligations of employees • Setting and abiding by workplace rules • Be real, be fair, consistent and be proactive….

7. Why Offer Attendance Support? Provides the opportunity to identify the • scope of absenteeism within the company • real reasons why people are missing time • impact of interventions (benchmarking) through measurement • issues with return to work initiatives • other resources that can be utilized within the community to support employees • opportunities to integrate data from other sources (engagement surveys, HRA, EAP) Essential in the development of a business strategy and particularly important during these economics times – “doing more with less”

8. Dollars and Sense of Absenteeism • Indirect Costs • customer dissatisfaction • disruption of work teams • increased workplace stress • reduction in morale • missed deadlines • lost productivity • quality assurance • time to find replacement worker • strategic leadership time lost • Direct Costs • sick time • overtime • replacement workers • short-term disability + = Employers pay in lost productivity & Employees pay with their health

9. What lies beneath?

10. Attendance Support ~ the Big Picture Issue Identification Absence Reasons EFAP Accesses HealthExperience HRA Data Cardiovascular Gastrointestinal Cholesterol Lowering Antidepressants Diabetes Physiotherapy Massage Therapy Cold and Flu Surgery Work Related Issue Mental Health Gastrointestinal Migraine Musculoskeletal Personal Emotional Family Relationship Work Issues Situational Stressors Legal Financial Nutritional Weight Management Fitness Nutrition Coronary Risk Work Content Work Culture Reward & Recognition Back & Neck Pain Identify links in data sources and where change can be “measured”

11. Success Criteria • Sustained reduction in absenteeism • Participation rate of 95% • Support perceived by employees as a value added service • Support from human resources team • Enhanced process for: • Tracking Absences • Capturing Reasons for Absence • Statistical Analysis of Data

12. Experience yields results.. Medavie Blue Cross has been successfully delivering attendance support for over 10 years • inConnection has provided support to clients in various industries and differing population sizes (<100-4,000) in both unionized and non-unionized workforces • We are proud to promote the success we have achieved in partnership with our clients over the past decade

13. A Collaborative Partnership

14. What is inConnection? • Tracking • Attendance Support Services • Reporting Measurable Outcomes • Program Implementation Strategies

15. Our Philosophy • To make a connection • To maintain confidentiality • To be supportive • To be understanding • To be non-punitive • To be solutions oriented

16. Non-punitive Team effort Medavie Blue Cross inConnection Philosophy Organization’s Attendance Policy and Procedures Maintain Confidentiality Supportive Proactive Attendance Support “Early Intervention is the Key”

17. inConnection Process Individual Situational Assessment Health Personal Work • Low Risk • Straight Forward • Cold/Flu • Call with no follow • up required • Medium Risk • Chronic illness • Medical diagnosis • RTW unclear • Case management • Activity required • High Risk • Subjective Diagnosis • Mental/nervous • Work Issues • Employer Involvement • Regular contact • and follow up needed inConnection Care Management

18. The inConnection Contact Process Employee calls work to report they will be away from the workplace Information is entered into the inConnection system inConnection case manager calls to offer support on the 3rd consecutive day and/or the 6th cumulative day of absence Individual wellness plans are developed with the employee

19. Our experience and dedication is what makes us successful . . . and it shows in the results

20. Success Story • Long Term Care Facility • 36 residents requiring 24 hour care • 31 year history with connection to Regional Health Authority • 40 permanent & 17 casual employees comprised of: • Nursing (RN’s/LPN’s & Resident Attendants), dietary, housekeeping, recreational and maintenance personnel • Union environment • 99% female staff • Average age of staff is 44 • Shift work • 35% of staff smoke • Average 15-30 minute commute to work • Located in a small community of 692 residents • The Goals: • Reduce trend on sick leave usage • Support organization’s Attendance Policy • Become a leader in their field • Provide reporting and analysis that current payroll system could not • Ability to make recommendations to support organizational health strategy

21. The challenges… • Commitment of staff, union and key leaders • Communication • Had not exhausted “duty to accommodate” • Thoughts of program being punitive • Small community • Workplace respect • Culture of entitlement

22. Enhancing current policies Internal Attendance Policy • Preliminary meeting with employer • Bring concerns to the forefront • Recognize the need for interventions • Quarterly employee meetings • Attendance management review & implementation of interventions (duty to accommodate, medical interventions, ergonomics assessments, EFAP referrals, etc.) • Build employee/employer relationships • 2 month meetings if required • Possible immediate interventions (modify work schedules, ergonomics, duty to accommodate)

23. The feedback… • Reports triggered the stage 1 follow up with internal program • Union, Senior Management and HR have embraced program fully • Internal communication improved • Program provided feedback on employees that required immediate attention • The organizational culture has changed • Program has demonstrated no terminations Linkage to all other programs for additional resources

24. Employee Health – a calculated risk

25. Employee support services Disability Management(Medavie Blue Cross) Attendance Support (inConnection) Organizational Health Programs: EFAP (inConfidence), Health Risk Screenings, Wellness Initiatives Workers’ Compensation(inConnection)

26. Attendance Support The Importance of Measurement“If you can’t measure it, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”James HarringtonThe Improvement Process

27. Thank you… Questions?