Lesson 5

Question 1

1.1 Outline objectives of an integrated disability management program (8)

Answer 1

An integrated disability management program is a planned and coordinated approach to facilitate and manage employee health and productivity.

1) To minimize or reduce the losses and costs associated with employees’ absences
2) To assist ill injured employees and those experiencing diminished work capacity by providing early intervention and support measures
3) To restore a disabled employee’s work/functional capacities to an optimal level
4) To maximize the disabled employee’s capabilities
5) To integrate the employer’s support programs with its group benefit programs
6) To measure program performance and outcomes in human, legal, and business terms
7) To evaluate the employer’s disability management efforts
8) To attain a healthy workforce through injury/illness prevention

Question 2

1.2 Outline the key elements of an integrated disability management program (9)

Answer 2

1) Management-labour commitment and involvement
2) Supportive policies and procedures
3) Stakeholder education and involvement with clear roles and responsibilities
4) Supportive benefit programs
5) A coordinated approach to injury/illness management
6) Communication strategy
7) Graduated return to work options
8) Performance measurement strategies
9) Workplace wellness strategies

Question 3

1.3 Identify actions employers can take to ensure all stakeholders are educated and involved in the disability management program (8)

Answer 3

1) Establishing common goals
2) Designing and developing a program that addresses the employer’s needs
3) Defining and communicating stakeholder roles, responsibilities, and accountabilities in the program
4) Promoting stakeholder sensitivity to the physical, psychological, social and vocational consequences of disability
5) Educating stakeholders on the importance of keeping employees at work
6) Recognizing and rewarding stakeholder participation
7) Promoting employee/supervisor understanding of the program
8) motivating employees/supervisors to participate in the integrated disability program as well as wellness and prevention activities aimed at illness/injury prevention.

Question 4

1.4 Identify actions an employer can take to ensure its benefits plans support an injured or ill employee’s return to work (6)

Answer 4

1) Developing group benefits plans that support EE work attendance and encourage a safe and timely return to work
2) Linking attendance support programs with disability management initiatives.
3) Providing employee assistance program support (management and co-worker support, EE and family counseling)
4) Integrating workplace wellness programs with disability management initiatives
5) Implementing disability management plans that promote and accommodate workplace rehabilitation
6) Providing follow up support when employees return to work

Question 5

1.5 Identify actions employers can take to ensure there’s a coordinated approach to injury/illness management (11)

Answer 5

1) Implementing an effective claims management process
2) Implementing effective case management practices
3) Initiating early intervention after an employee injury/illness
4) Providing access to appropriate healthcare services
5) Implementing medical/vocational fitness to work evaluations
6) Implementing multidisciplinary interventions in the disability management process
7) Developing linkages with external resources
8) Implementing rehabilitation/retraining programs for the recovering employee
9) Implementing post-RTW follow up to ensure sustainability of the return to work
10) Collecting injury/illness data, using disability management information systems
11) Evaluating on a regular basis the claim management, case management and RTW process with a view to continual improvement

Question 6

1.6 Identify actions employers can take to develop an effective integrated disability management program communication strategy (6)

Answer 6

1) Identifying the needs of key stakeholders and the benefits of the integrated disability management program
2) Recognizing the legal obligations of the employer, employee and union
3) Developing a communication plan that includes a marketing component that clearly identifies the benefits the program can offer to all key stakeholders
4) Using the company’s available communication vehicles to reach all key stakeholders
5) Developing an action plan that encourages a free flow of information to and from all key stakeholders
6) Evaluating and reporting the effectiveness of the communication strategy after it has been implemented

Question 7

1.7 Identify actions employers can take to ensure that a graduated RTW program supports integrated disability management (3)

Answer 7

1) Ensuring that safe and timely RTW practices are implemented and monitored
2) Ensuring that the returning employee, the manager(s), and co-worker(s) understand the RTW program
3) Ensuring that manager(s) facilitate and support a timely and safe return to work

Question 8

1.8 Identify actions employers can take to develop performance measures for an integrated disability management program (4)

Answer 8

1) Establishing suitable performance measures
2) Developing strategies for measuring the desired performances/outcomes
3) Implementing, monitoring, and evaluating a plan of action for performance measures
4) Determining and reporting the return on investment of the integrated disability management progra,

Question 9

2.1 Describe the intent of early intervention in the disability management process

Answer 9

Early intervention is an ER initiated response aimed at keeping an ill or injured EE connected with the workplace.

The intent is to facilitate timely treatment and rehabilitation as well as a safe and timely return to work.

This might lessen the duration of the EE’s absence and mitigate potential losses associated with the disability.

Question 10

2.2 Describe the impact of early intervention on time away from work due to a disability

Answer 10

Work based rehabilitation is more effective the earlier it begins.

Research and industry experience suggest that after an absence of 12 weeks the chance of an employee returning to work is 50%

This decreases over time

Question 11

2.3 Provide examples of other benefits of early intervention in disability management

Answer 11

1) Decreases the number of sick days taken
2) increases the likelihood of a successful and sustainable return to work
3) After returning to work employees who received early intervention were more likely to feel that they had fully recovered

Question 12

3.1 What is the traditional model of disability management

Answer 12

The traditional model is the care plan, authorized leave and RTW processes are medically directed.

The employer relies on the treating practitioners, primarily the attending physician, to validate the illness or injury and to help the employee return to work

The traditional model is often the starting point in disability management for many employers

Question 13

3.1 What is the managed care disability management model

Answer 13

In the managed care model the employees diagnosis is referenced against standardized care plans, procedures, and diagnostic testing guidelines to determine if treatment and the physician’s suggested leave duration are appropriate.

This model, like the traditional model tends to be medically driven.

Question 14

3.2 Outline the key characteristics of the Job matching disability management model

Answer 14

The job matching model involves a fitness assessment of the injured or ill employee and an analysis of the physical, social and psychological demands of the employee’s job.

The intent of this model is to determine if there is a match or mismatch in terms of a safe return to work for the employee.

Question 15

3.2.b outline the key characteristics of the direct case management disability management model

Answer 15

In the direct case management model, the employee-employer approach to dealing with an employee’s reduced work capacity and the employer’s business needs/resources uses some of the elements of traditional, job matching and managed care models.

However, it is the employee and the employer who decide, based on their respective needs, the terms of the medical absence and the RWT plan

Question 16

4.1 what is the CHRC

Answer 16

The Canadian Human Rights Commission

Question 17

4.1 Explain the concept of duty to accommodate as outlined by the CHRC

Answer 17

Duty to accommodate is the obligation to meaningfully incorporate diversity into the workplace.

It involves eliminating or changing rules, policies, practices and behaviors that discriminate against persons based on a group characteristic, such as race, national origin, colour, religion, age, sex, pregnancy, sexual orientation, marital status, family status, and disability.

Workplaces sometimes have rules, policies, procedures and behaviours that apply equally to everyone but which can create a barrier based on an irrelevant group characteristic.

for example a uniform may create a barrier to those whose religious practices require wearing a certain manner of dress.

The duty to accommodate requires employers to identify and eliminate rules that have a discriminatory impact.

Accommodation means changing the rule or practice to incorporate alternative arrangements that eliminate discriminatory barriers

Question 18

4.2 Identify what is required of an employer when approached with a request for accommodation (3)

Answer 18

1) determine what barriers might affect the employee requesting accommodation
2) Explore options for removing barriers
3) Accommodate up to the point of undue hardship

Question 19

4.3 What kinds of things might accommodation in the workplace involve (4)

Answer 19

1) Modified physical and ergonomic conditions
2) Modified terms and conditions of employment (for example if religion or disability prevents the person from carrying out certain duties)
3) Temporary assignments (such as temporary light duties or transfer to a different position - must keep same or comparable pay and benefits)
4) Leaves of absence (to accommodate disability related illness or family emergency )

Question 20

4.4 Explain factors a plan sponsor considers when identifying the preferred option for addressing a request for accommodation (3)

Answer 20

1) maximizes the employee’s dignity, autonomy, privacy and integration into the workplace and larger society
2) minimizes the discomfort or inconvenience
3) Addresses the employee’s needs most quickly

Question 21

4.5 Explain the concept of undue hardship

Answer 21

The limit beyond which employers are not expected to accommodate an employee.

Usually occurs when an employer cannot sustain the economic or efficiency loss caused by the accommodation.

Must exhaust all reasonable possibilities before claiming it but it is case specific

Question 22

4.6 Explain the concept of “bona fide occupational requirement” (BFOR)

Answer 22

A standard or rule that is integral to carrying out a certain position.

For a standard to be considered a BFOR the employer must establish that any accommodation or changes would create an undue hardship. For example an airline pilot must have good eyesight

When a standard is a BFOR the employer is not expected to change it to accommodate the employee. They should however explore possibilites

Question 23

4.7 Identify who is responsible for communicating the need for accommodation

Answer 23

Employees. If an employee doesn’t communicate their need for accommodation the employer is absolved of the duty to accommodate

Question 24

4.8 Describe the type of information an employee who is asking for an accommodation must communicate to the employer

Answer 24

The employer is entitled to sufficient information about the need for accommodation, suitable accommodations, and about (in the case of illness or disability) the employee’s prognosis.

The employer may require a doctor’s note that provides details on functional or other limitations that require accommodation.

If an employer has concerns it can ask for another opinion or for an outside expert’s assessment.

The focus should be on how best to accommodate limitations rather than the limitation itself.

Only the information necessary to determine what accommodations are required should be released.

Question 25

4.9 Identify key points an employer should communicate to an employee who has requested accommodation (4 +goal of conversation)

Answer 25

The employer should reassure the employee that the discussion is confidential and the goal is to determine if there is a problem or issue that needs accommodation and, if there is, to arrange the accommodation. Points that should be communicated are:

1) the employee will not be negatively affected by the accommodation or any information provided
2) If applicable there will be a review of the employer’s accommodation policy and procedure or a review of the steps to follow to develop an accommodation plan
3) If applicable the employee will be referred to resources funded by the employer such as EAP, STD, LTD or other available financial and personal supports
4) If applicable there may be a request for a diagnostic, specialist or third party information to develop the accommodation plan