Canadian HR Reporter

CanaDian hr reporter october 20, 2014 12 fEATUrEs COST: $69 + applicable taxes LIVE WEBINAR TIME: 12:00 - 1:00 p.m. ET REGISTER ONLINE: www.HRReporter.com/CPDCentre For more Live and On-demand Webinars, visit us online. DEMOGRAPHIC DOOM OR EXPERIENCE BOON: MANAGING AN AGING WORKFORCE Best practices in managing older workers and generational diversity will prepare your organization for the demographic shift of an aging population. PRESENTERS: Lisa Bolton & Andrew Ebejer | Sherrard Kuzz LLP DATE: October 29, 2014 WEBINAR SERIES OCCUPATIONAL HEALTH & SAFETY — A TIME OF CHANGE IN ONTARIO A roadmap for the signicant changes to Ontario OH&S legislation over the past 12 months — and what's coming. PRESENTERS: Jason Beeho and Ryan Campbell | Rubin Thomlinson LLP DATE: On Demand Jason Beeho Lisa Bolton HEaLtH & SafEtY Defi ning 'light duties' in return-to-work programs By Nancy Gowan T he research on work and health is clear: being off work is unhealthy. Hav- ing meaningful, productive activities that meet functional abilities is healthy and part of recovery from a health incident. sometimes, the most diffi cult part of the process is determin- ing the return-to-work timing and a suitable work off er. In 2004, the Institute for Work and Health funded a systematic review outlining the "Seven 'Prin- ciples' for Return to Work Success," which reported on strategies that reduce disability durations and costs. (The paper was updated in 2014.) One of these principles is communication between the health-care professional, employee and employer to guide the off er of safe return-to-work options. is appears straightforward, but how can employers determine the right response to a health-care provider note stating "light duties"? For one, it is preferable to use the term "suitable work modifi cations" as "light duties" gives the impres- sion of less productive work or al- ternate work from the normal job. An employer should always strive to follow the hierarchy of return to work by fi rst modifying the employee's own job instead of off ering jobs that are created or beyond the employee's skill set. A prime example is when an employer has a modifi ed work pool or job bank. This creates segregation from the regular work population and makes it diffi cult to return to regular duties. What is 'suitable work'? An employer must begin by col- lecting meaningful information about the medical risks or contra- indications for the employee and how long these risks would last. en the employee and employer can determine suitable work op- tions. It is important, in all cases, to manage the case with the cor- rect information and functional needs of the employee. Employers do not need to know diagnosis but they do need to understand the medical restrictions of the worker. e health professional provid- ing answers does not know your workplace, your work risks or your work processes so the employer should ask for information that will allow it to adjust the work duties to meet not only the employee's medical restrictions and functional abilities but also business needs. e employer should ask about the worker's medical contra-indi- cations and risks, and the length of time the employee is expected to require adjustments to work — this information should be pro- vided by the treating physician. The duties within the work- place the employee can do should also be explained. Focus on the tasks of the job and the employee's abilities — this information comes best from the employee. After meeting with the em- ployee to understand what he can do, access information from the right health-care professionals to understand functional abilities. In most cases, auxiliary profession- als better understand functional capacity once the medical risks are identifi ed by the physician. •Physiotherapist: Ask about en- durance, capacity for activities such as walking and stairs, and safety in the performance of cer- tain activities based on the treat- ment program. •Psychologist: Ask about emo- tional risks and strategies to im- prove coping skills at work. •Occupational therapist: Ask about physical and cognitive functional capabilities and strat- egies to overcome functional barriers at the workplace. •Speech language pathologist: Ask about cognitive and speech- related function. It's better to present a return- to-work plan to the health-care provider that has been developed with the employee using standard precautions (such as MD Guide- lines) — and asking about any risks if attempting the proposed plan — than asking for a complete functional abilities form or medi- cal note. ese duration guidelines can assist with off ering suitable work that will not be a risk to the employee and they each have a section on return-to-work accom- modation suggestions. e employer can write down the employee's perceptions around what he feels he is able to do (such as using a computer) and not able to do (such as lifting heavy pack- ages). Once the restrictions and functional tasks are known to the employer, a job match can occur. Once this process has been completed, the return-to-work off er can be designed. If there are large gaps, you may wish to con- sider work hardening, volunteer- ing in a local facility or starting the return to work as a second person to alternate the tasks. In return-to-work planning, the process of finding suitable work is a team effort and in- volves good communication and problem-solving with the various stakeholders. To document the of- fer, make sure to always off er the return to work in writing. Suitable return-to-work of- fers or light duties are as variable as employees and the work they do. e key ingredient is creative, open problem-solving with the correct information. Remember: Everyone is an individual so every light duty is individual. Nancy J. Gowan is an occupational therapist and president of Gowan Consulting in London, Ont. She can be reached at ngowan@gowanhealth. com or visit www.gowanhealth.com for more information. POINTS TO REMEMBER IN OFFERING SUITABLE WORK • Discuss return to work at the fi rst opportunity after the injury and illness. • Begin planning work adjustments with the employee's own job — this will allow him to use skills and talents and resume regular duties more quickly. • focus on what the individual can do at work — use a "can do," "can't do," "maybe do" checklist. • Break down the tasks when reviewing the job to avoid "all or nothing" responses. • acknowledge safety and medical restrictions. • Offer support and coping strategies and suggestions at the workplace. • focus on the individual as a valued employee doing meaningful and productive work. • Deal with issues regarding relationships or communication at work. Learning to leverage the tools will be a game-changer for organizations choosing to fl atten the hierarchy, en- couraging better-quality and speed- ier knowledge fl ow among teams and business units, and enabling employees to feel explicitly con- nected. Social technology tools are becoming an indispensable business tool for leaders and will continue to grow in capacity, importance and value. not only are they enhancing the way people communicate within business, they are enhancing the way business is being conducted. With social technology coming of age in business, there will be an opportunity for leaders to encour- age the development of an organic "communities of practice" culture and accelerate an active process of social learning. It's not a new idea or model; how- ever, research persistently validates when people have a common inter- est on an issue or with a problem, and have the option to collaborate over an extended period of time, ideas are shared, solutions are found and in- novation is a positive outcome. the challenge and opportunity for leaders will not necessarily be about the tools — it will depend on the willingness and ability to let go of a control-command mindset and learn to master the art of trust. Trish Maguire is a commentator for SC- Network on leadership in action and founding principal of Synergyx Solutions in Nobleton, Ont., focused on high-potential leadership development coaching. She has held senior leadership roles in HR and OD in education, manufacturing and entre- preneurial fi rms. She can be reached at synergyx@sympatico.ca. Social learning sHArINg < pg. 9 learning to leverage the tools will be a game changer for organizations.

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