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INTERACTING WITH ILL EMPLOYEES BALANCING LIFE’S ISSUES INC.

INTERACTING WITH ILL EMPLOYEES BALANCING LIFE’S ISSUES INC. FACTS TO KNOW. ILL employees want their lives to be as normal as possible Privacy for each employee is key Understand the term “terminal illness,” “life-threatening,” or “limited living”

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INTERACTING WITH ILL EMPLOYEES BALANCING LIFE’S ISSUES INC.

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  1. INTERACTING WITH ILL EMPLOYEESBALANCING LIFE’S ISSUES INC.

  2. FACTS TO KNOW • ILL employeeswant their lives to be as normal as possible • Privacyfor each employee is key • Understand the term “terminal illness,” “life-threatening,” or “limited living” • Listening is the most important skill for Managers and Co-Workers 76 % of employees would continue to work even if they had 13 days to live

  3. OBJECTIVES • Manage ill employees who • continue to work • are out of workplace • Manage Return-to-work transitions • Understand legal issues when dealing with a seriously ill employee

  4. EMPLOYEES WHO CONTINUE TO WORK • Determine how much information employee feels comfortable sharing with you and co-workers • Be open to communication but respectful of privacy • Decide what accommodations are appropriate to support the employee • Encourage use of HR and EAP services and support • Include the employee as you always have

  5. DEALING WITH CO-WORKERS • Share only appropriate information with co-workers • Encourage them to share questions or concerns to reduce speculation and office rumors • Show appreciation for co-workers who must pick up some extra work • Handle difficult conversations with sensitivity

  6. EMPLOYEES WHO LEAVE WORK • Help employees maintain a connection with work. • Agree on whether or not some work can be done from home. • Manage expectations on both ends.

  7. MANAGING RETURN TO WORK TRANSITION • Allow “ample” time when the employee returns after surgery or treatment • Anticipate and allow form some setbacks • Managers with the Human Resource Department begin to discuss succession planning with the employee Compassionate Resourceful

  8. MANAGING PERFORMANCE PROBLEMS • Separate out performance issues related to the illness or absence and those that pre-existed. • Be cautious of using illness for an excuse or crutch for performance issues related to other things. • Ask the important questions • Is the work getting done? • How are they handling their grief? • How can the team handling distributing their work load?

  9. Image Citations INTERACTING WITH ILL EMPLOYEES http://business.eu-egee.org/fileadmin/documents/newsletter/EGEE_Business_Forum_Newsletter_January_2009/business_meeting.jpg http://panamo.files.wordpress.com/2008/12/meeting1.jpg http://www.masternewmedia.org/images/telecommuting.jpg

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