Disability Management Training

1. Disability Management Training Improving Supervisor Response to Workplace Injury and Illness WorkCompEdge

2. INTRODUCTION Agenda • The importance of your role • Business rationale for early return to work and a supportive attitude • What you can do before, during, and after an injury or illness • Musculoskeletal disorders • Problem-solving using ergonomics • Review

3. INTRODUCTION Your Experience with Disability? • Your experience with disability is an important learning tool.

4. INTRODUCTION Who is involved? • Doctor • Company nurse • Supervisor • Claims adjuster • Human resources • Employee

5. INTRODUCTION Your Response is Key • Supervisor responsiveness is a major factor in their decision to return to work. • Negative employer response and lack of contact with employee while on disability leave correlates with prolonged lost time. • Supervisor and co-worker support reduces disability among workers with chronic pain and mental health disorders. • Low supervisor support is even a risk factor for developing low back pain.

6. INTRODUCTION What Can Prolong Lost Time? • Supervisor: • Responds negatively • Fails to contact employee regularly during disability leave • Is not interested in employee’s return to work • Is inflexible towards accommodation

7. INTRODUCTION What Can Prolong Lost Time? • Non-disability sources of conflict: • Poor performance • Organizational issues • Negative work relationships • Disciplinary or pay issues • Workload concerns • Job dissatisfaction

8. INTRODUCTION What Can Prolong Disability? • Psychological barriers: • Personal fears and anxieties • Decline in self-esteem • Depletion of personal financial resources • Family problems • Potential loss of position or status at work

9. INTRODUCTION A Realistic Look at Lost Time • In some cases, lost time is necessary: • Serious injuries • Serious medical issues during recovery • Discipline or performance issues

10. INTRODUCTION Your Role • Problem-solve • Respond • Communicate • Accommodate

11. BUSINESS RATIONALE Business Rationale

12. BUSINESS RATIONALE Overview • Injured or ill employees are often away from work unnecessarily. • Most injured or ill people are capable of doing some kind of productive work. • Long disability leave hurts employees. • Your response can reduce the frequency and duration of disability leave.

13. BUSINESS RATIONALE The Prevalence of Injury and Illness • 1.2 million injuries and illnesses requiring days away from work • 7 - median number of days away from work • 4 out of 10 injuries and illnesses were sprains or strains, most from overexertion or falls

14. BUSINESS RATIONALE The Cost of Lost Time • Lost time injuries are the most expensive type of injury. • Lost time costs employers between 4% and 6% of total payroll. • Early return to work can reduce workers’ comp costs by as much as 30% to 60%. • Workers who return to work within 3 or 4 days are much less likely to file lost time claims. • Injured workers away from work for 6 months only have a 50% chance of returning to work at all.

15. BUSINESS RATIONALE The Downside of Lost Time Employee Supervisor Company • Restless or bored • Unproductive • Isolated • Pressure to keep up productivity with fewer workers • Higher benefits costs • Lower productivity

16. BUSINESS RATIONALE Goals of This Training This training will help you to: • Reduce injury and illness through • Early detection • Problem solving • Encouraging employee reporting of concerns • Reduce or prevent lost time through effective communication • Improve long-term health outcomes through return-to-work accommodation efforts

17. BUSINESS RATIONALE You Will Be Able To: • Problem-solve • Respond in a positive manner: • Flexible • Supportive • Understanding • Communicate • Accommodate

18. BUSINESS RATIONALE Why is Training Effective? • Early reporting and timely medical care prevents “escalation” of injury to lost time. • Validated employees feel less need to seek validation through medical treatment. • Supervisors learn how to be flexible and create accommodations. • Reductions in risk factors reduce injuries. • Increased awareness of health and safety improves health and safety.

19. BUSINESS RATIONALE Benefits to All Stakeholders Employee Supervisor Company • Fewer injury claims • Reduced medical and disability costs • Higher productivity • Improved morale • Reduced time away from work • Better health outcome • Better relationship with employees • Create value for your company

20. SUPERVISOR ACTIONS Supervisor Actions

21. SUPERVISOR ACTIONS What You Can Do • Before injury or illness • When an illness or injury occurs • After injury or illness • Before employee returns to work • After employee returns to work

22. SUPERVISOR ACTIONS Before Injury or Illness • Create a safe workplace to reduce employee injuries. • Create a respectful and communicative work environment. • Communicate company policies on safety, disability, and accommodation. • Develop job descriptions for doctors. • Use problem-solving skills to be prepared for high-risk jobs and likely sources of injuries. • Plan for accommodation with job modifications or alternative tasks.

23. SUPERVISOR ACTIONS Communication Skills • Respectful communication can encourage • Early reporting of injuries • Shorter time away from work • Fewer disability claims • Communication skills include: • Two-way communication • Active listening • Responding appropriately

24. SUPERVISOR ACTIONS Two-Way Communication • Solicit input from employees • Encourage early reporting • Be approachable

25. SUPERVISOR ACTIONS Communication Skills Active Listening • Meet privately • Keep it confidential • Use active listening skills • Eye contact and nod • Reflect back what was said and the feelings conveyed • Suspend thoughts and judgments • Keep your mind free of distractions • Pay attention!

26. SUPERVISOR ACTIONS When Illness or Injury Occurs • Make immediate decisions about the kinds of attention required • Facilitate access to corporate and medical resources • Communicate • With management • With the employee

27. SUPERVISOR ACTIONS Make Immediate Decisions • Ambulance • On-site nurse • Doctor • Hospital • Err on the side of caution. • Follow company policy.

28. SUPERVISOR ACTIONS Facilitate Access to Corporate andMedical Resources • Get the employee the attention needed. • Make phone calls. • Accompany employee to site of medical care, if possible. • Take job description and other forms. • Explain corporate policies.

29. SUPERVISOR ACTIONS Communicate with Management • Promptly report all employee work-related illness and injuries. • Complete and send paperwork. • Report all “near misses” for hazard reduction.

30. SUPERVISOR ACTIONS Communicate with Employees • Ensure employees report injuries immediately. • Interpret corporate policies. • Monitor the employee’s health and function – an ongoing job. • Use your communication skills • Keep it confidential. • Actively listen. • Show concern and support.

31. SUPERVISOR ACTIONS Communication Skills Responding Appropriately • Show concern and willingness to help • Validate – to confirm the employee’s feelings • Take action • Follow up

32. SUPERVISOR ACTIONS Communication Skills Responding Appropriately • Understanding • Supportive • Caring and concerned • Helpful • Validating

33. SUPERVISOR ACTIONS Before Return-to-Work • Interacting with doctors • After the doctor visit • Making decisions about returning to work status • Keeping in touch

34. SUPERVISOR ACTIONS Interacting with Doctors What doctors need to know • Employee’s job: • Job description and requirements • Tasks performed • Work conditions • Possible transitional work assignments • Your willingness to comply with doctor’s restrictions and to support employee during recovery • Your contact information

35. SUPERVISOR ACTIONS Interacting with Doctors • Can the employee return to work? • When can the employee return to work? • What restrictions will the employee have? • How can I best accommodate the employee during recovery? Potentially Illegal Questions • What is the diagnosis? • What treatment will he or she receive?

36. SUPERVISOR ACTIONS After the Doctor Visit • Doctor’s instructions • Return to work options • The next step • Date of next medical visit • Permitted employee activities during recovery • Contact person for employee’s medical questions • Supervisor-employee communication plan

37. SUPERVISOR ACTIONS Return-to-Work Status • Return to full work duty with no or few restrictions • Stay home for a while • Transitional Work Assignment

38. SUPERVISOR ACTIONS Keeping in Touch • Stay in touch with recovering employees. • Demonstrate your concern and desire to see the employee back at work. • Make a communication plan together. • Encourage co-workers to communicate with employee. • Stay updated on recovery progress. 

39. SUPERVISOR ACTIONS Communication Plan • How often will you call? • What manner or attitude will you have? • What will you talk about? • Yes: you want them back at work, their recovery process • No: specific medical diagnosis or treatment • Who else? • Which co-workers call the employee? • Who else should you keep in touch with?

40. Break

41. SUPERVISOR ACTIONS Welcome Back From Your Break • Before injury or illness • When an illness or injury occurs • After injury or illness • Before employee returns to work • After employee returns to work

42. SUPERVISOR ACTIONS After Return-to-Work • Transitioning employee back to work • Before employee’s return • First day back and the return-to-work meeting • On-going • Accommodations • How to plan accommodations and transitional work assignments • Gaining support

43. SUPERVISOR ACTIONS Transitioning Employee Back to Work • In advance: • Update co-workers • Prepare for employee’s transitional work • First day back and the return-to-work meeting • Ongoing: • Check in from time to time • Meet regularly to discuss recovery and work modifications

44. SUPERVISOR ACTIONS Return-to-Work Meeting • Welcome • Doctor’s restrictions and your support • Accommodations and new job duties • Safety information • Any changes at work • Employee’s concerns • Communication plan for recovery information • Deal with company paperwork

45. SUPERVISOR ACTIONS Accommodation • How to plan accommodations • How to gain the support of everyone involved • How to implement, monitor, and modify as needed

46. SUPERVISOR ACTIONS Planning Accommodation • Types of accommodations • Formal • Informal

47. SUPERVISOR ACTIONS Planning Accommodation • Light duty • Part-time • Change existing job duties • Totally new job duties

48. SUPERVISOR ACTIONS Transitional Work Assignment Why transitional work? • Provides a normal routine and a productive meaningful activity for employee during healing process • Gets the benefit of employee’s contribution during healing process • Allows employee to return gradually to wellness and normal work, rather than go abruptly from complete unemployment to full employment

49. SUPERVISOR ACTIONS Transitional Work Assignment Results: • Employee: Enjoys faster recuperation, better outcomes • Co-workers: Demonstrate company policy and build trust • Company: Reduces costs and increases productivity

50. SUPERVISOR ACTIONS Gaining Support • Addressing feelings and concerns of all employees • Communication • Regular updates • Changes to job duties • What else can you do to gain support and to create a supportive environment?