alberta public service - legislative assembly of alberta · the alberta public service (aps)...

Alberta Public Service Return to Work Guidelines

TABLE OF CONTENTS

SECTION ONE – OVERVIEW

Overview 1-1

Purpose 1-2

Rationale 1-2

SECTION TWO – ROLES AND RESPONSIBILITIES

ManagersandSupervisors 2-1

Employees 2-2

HumanResourceConsultants(HRCs)/MinistryHumanResources 2-3

LTD/ESRALiaisonOfficers 2-3

ServiceProviders 2-3

AlbertaUnionof ProvincialEmployees(AUPE) 2-3

SECTION THREE – RETURN TO WORK PROCESS

ReturntoWorkDuringtheGeneralIllnessPeriod 3-1

ReturntoWorkAftertheGeneralIllnessPeriod 3-1

Definitions 3-2

SECTION FOUR – DUTY TO ACCOMMODATE: LEGAL FRAMEWORK

Discrimination 4-1

AccommodationinReturntoWork 4-1

WhatConstitutesaDisability? 4-1

UndueHardshipinReturntoWork 4-2

AccommodationOptions 4-2

Applicationof LegalFramework 4-2

SECTION FIVE – APPENDICES

SECTION FIVE A – APPENDICES - Forms 5A

SECTION FIVE B – APPENDICES - Resources 5B

1

OvERvIEW

O v E Rv I E W1Animportantpartof ourjobsasmanagersandsupervisorsistoprovideapositive,safeandhealthyenvironment;oneinwhichouremployeesareenabledtodotheirbestworkincontributingtobuildastrongerprovinceforcurrentandfuturegenerations.

TheseReturn to Work Guidelinesarearesourcetoassistyouincreatingthekindof workplacethatwelcomesandrespectsemployeeswithdifferentexperiencesanddifferentabilities.Theinformationincludediseasytofollowandincludeschecklistsandsampletemplatesthatprovidepracticalideasinbuildingasuccessfulreturntoworkplan.

AlthoughtheReturn to Work Guidelinesaremeanttoprovideconsistentprocesses,everyemployee’ssituationisunique.Iencourageyoutotrynewwaystosupportemployeesreturningtotheworksiteandtoconsultwithyourhumanresourcebranchaboutanyquestionsyoumayhave.Thankyouforyoureffortstohelpemployeesintheirreturntoworkafterillnessorinjury.Yoursupportmakesasignificantdifference.

Shirley Howe Public Service Commissioner

APS Return to Work Guidelines 1-1

Purpose

Theseguidelineswill:

• helpmanagersandsupervisorsassistinjuredandillemployeesreturntoworkinasafeandtimelymannerafteramedicalabsence,

• provideconsistentreturntoworkprocessesforbothoccupationalandnon-occupationalinjuriesandillnesses,

• helpindividualsfeelconnectedtoandinvolvedwiththeirjobs,andenhancetheemploymentpotentialof employeesrequiringaccommoda-tion,and

• meetemployerobligationsunderthesectionof theAlberta Human Rights, Citizenship and Multiculturalism Act(theAct)pertainingto‘Discrimination,re:EmploymentPractices’[seeSection7,Subsection1(a)and(b)–websiteaddressisonpage5-B5].

Usetheseguidelinesto:

• provideasetof generalinstructionstoassistinreturningemployeestowork,

• identifywhenadutytoaccommodateexists,

• learnthestepstobetakentoassisttheaccommodation,

• understandtherolesof theemployer,employee,union,andothersstakeholders,and

• identifyresponsibilitiesundertheAct.

Rationale

TheAlbertaPublicService(APS)strivestoprovideapositive,healthy,andsafeworkenvironmentforitsemployees.Throughworkingtogether,managers,supervisorsandemployeesjointlycreatehealthyworkplaces.

Foremployees,returntoworkafteramedicalleavecanmean:

• recognizedandvaluedindividualexpertise,

• increasedsenseofbeingvaluedbytheorganization,

• improvedrecoveryrate,

• decreasedemotionalimpactof extendedabsencefromwork,and

• protectedemployability.

Safeandtimelyreturnstoworkcontributetohealthyworkplaces.Someemployerbenefitscanincludereduced:

• casualillness,generalillnessandlongtermdisabilitycosts,

• replacementemployeecosts,

• workflowdisruptions,and

• employeeturnover.

1-2 APS Return to Work Guidelines

&

2

Responsibi l i t ies

2 ROLESResponsibi l i t ies&

Returntoworkinvolvestheemployer(i.e.employees’homeministries),employees,theunion,andotherstakeholders.Majorresponsibilitiesaredescribedheretohelpexplainthefunctionsof eachroleandhowtheyworktogetherthroughthereturntoworkprocess.

AstheEmployer,wehavethefollowingcommitmentstoouremployees:

• tofindavailableopportunitiestoreturnemployeestotheworkplace,and

• toassesstheworkplace’soperationalrequire-ments,andhowthoserequirementscanbemetwhenreturningemployeestowork.

Inthereturntoworkprocesstheemployerisrepresentedbymanagers,supervisorsand/orhumanresources.

Managers and Supervisors

Onceanemployeehasmadeareturntoworkrequest(whichmayormaynotrequireanaccommodation),managersandsupervisorsshouldconsulttheirhumanresources(HR)contacts,i.e.humanresourcesconsultants(HRCs).

Asmanagersandsupervisorsarecentraltothereturntoworkprocess(throughcoordinatingtheiremployee’sreturntowork),managers/supervisorsshould:

• reviewtherequestandwhereappropriateassess,identify,andimplementpotentialreturntoworkmeasures,

An example of one possible option –

A Human Service Worker suffers from a chronic condition, which limits her ability to write, take notes and complete forms. Resolution option: Purchase a voice recognition software system and laptop computer for the employee to use in the office and in the field. Ensure appropriate training in the use of the equipment.

• determineif thereisenoughinformationaboutanemployee’slimitationstobeginhelpingthemreturntowork.If not,managersandsupervisorscanasktheiremployeetoprovidemoremedicalinformation,suchas:

– verification of medical condition or disability,

– request for prognosis (not diagnosis),

– expected return to work date,

– likelihood of any limitation or need for accommodation on returning to work, and

– length of time restrictions are required,

• requestinformationaboutabilitiesandrestric-tionsfromtheemployeefirst.If additionalinformationisrequired,contactyourHRCorministryLTD/ESRAliaisonofficer,

• providetheemployeewithjobdescriptionsandsummariesof jobdutiesoutlininganyphysicaldemandsof theposition,alongwithproposedreturntoworkdutiesfortheemployeetotaketotheirfamilyphysiciansforresponse,

• safeguardtheconfidentialityof allhealthinformationprovidedbytheemployee,docu-mentallmeetings,andinvolveministryhumanresourcesasrequired,

• communicatewithandinvolvetheunionattheearliestpossibletimeduringthereturntoworkprocess,

• discussreturntoworkoptionswiththeemployee,


Possible return to work options - gradual return to work, alternate work or modified work.

Gradual return to work: example –

An employee has been off work for 3 months and is slowly returning to a full-time work schedule. Her gradual return to work might be: two weeks of half days only, increasing to full days over the next two weeks. Or, three full days for a few weeks, gradually increasing to full-time.

Alternate work: example –

A counter service clerk who stands all day may return to desk duties for a few weeks following knee surgery as he transitions to his former work.

Modified work: example –

An employee’s duties are changed for six weeks, following her surgery, so she does not have to lift heavy boxes.

• workwiththeemployeetoimplement,moni-torandreviewreturntoworkmeasures,

• keeptheemployee’sprivacyinmind,bysupportingasmoothtransitioninthereturntoworkprocess,educateco-workersaboutthereturningemployee’slimitationsandhowtoshowsupportforthereturningemployee,

• identifyworkplaceissuesthatmayaffecttheemployee’ssafeandtimelyreturntowork,

• stayinregularcontactwiththeemployeeduringtheirmedicalleavetosupportasafeandtimelyreturntowork.Note:whenanemployeehasbeenawayforten(10)daysongeneralillness,theyaretobereferredtotheEmployeeSupportandRecoveryAssistance(ESRA)Program.Managersandsupervisorsshouldstayintouchwiththeiremployeeswhileonillnessleave,butwillwanttoensuretheybalancekeepingintouchwithrespectinganemployee’scircumstancesandmedicalconditions,

• promoteanopenandcooperativeprocess,soallstakeholdersparticipateinthereturntoworkplan,

• continuetocommunicatewithemployees,ministryhumanresources,andwhen

necessary,theassignedexternalconsultant,tosupportcontinuedreturntoworkefforts,and

• advisetheemployeethattheycancontacttheunionforassistance.

Employees

Employeesprovidethemanager/supervisorwithrelevantmedicalinformationsupportingtheneedforaccommodationinreturningtoworkandalsodetailingpersonalabilities,limitations,andrestrictions.Employeesareencouragedto:

• identifyhowthisneedconflictswithemploy-mentdutiesandresponsibilitiesand,whereverpossible,providesuggestionsforreasonablereturntoworkmeasures,

• cooperatefullywithsupervisorsinthereviewof returntoworkmeasuresandtheirimplementation,

• participateinthereturntoworkprocessandacceptareasonableofferof accommodation,

A definition of “reasonable offer of accommodation” –

An opportunity for meaningful work that respects the employee’s abilities and limitations, and contributes to the ministry’s business plan and the worksite operational plan.

• considerthebestpossiblesolutionforallstakeholders,whichmaybedifferentthantheirpreference,

• promptlyprovideacopyof acurrentresume,if requested,shouldthelimitationsindicateamovetoanalternateposition,toallowthesupervisor/managertoaccommodatetheirrequest,

• providemedicaldocumentationthathasbeencompletedbytreatingphysicians,specialists,orotherqualifiedmedicalhealthpractitioners,asrequestedbytheiremployer.Thisobligationisacontinuingoneforthedurationof thereturntowork,and

• recognizetheirpreferredoptionmaybemetandimplemented,or,acknowledgewhenitmaynotbeachievable.


Human Resource Consultants (HRCs)/ Ministry Human Resources

HRCsprovideadvice,support,andotherappropriateresourcestomanagersandsupervisors.HRCs:

• adviseandprovideguidancetomanagersandsupervisorsaboutworkplaceinsuranceandbenefitentitlements,collectiveagreements,andpolicies,

• reviewpositiondescriptionstoidentifyappropriatequalificationsandcompetencies,

• workwithmanagers,supervisors,andtheiremployeestoensurecompetenciesandpositionsarecompatiblewiththelimitationsoutlined,

• providereturntoworkalternativesstartingwithemployees’ownpositionswithmodifica-tions,and,if necessary,reviewingavailablepositionswithinemployees’ownworksites,withintheirministriesandthenacrosstheGovernmentof Alberta,and

• arrangeinterviewswithinemployees’ownministriesandotherministrieswhenthereareappropriate,availablepositions.Thisisdoneoncereturntoworkoptionshavebeenexhaustedforemployeesattheirexistingworksites.

LTD/ESRA Liaison Officers

TheministryLTD/ESRAliaisonofficer(responsibleforprovidingadviceandsupportfortheLongTermDisability(LTD)andEmployeeSupportandRecoveryAssistance(ESRA)programs)isanexcellentresourcetoassistwithseekingalternativesforreturntowork,if required.LTD/ESRAliaisonofficers:

• workdirectlywithemployees,managers/supervisors,humanresourcescontacts,andtheserviceprovider(s)tocoordinatedisabilityprograms,processesandinformation,and

• provideassistanceandguidanceinobtaininginformation.Thiscouldincludepreparingaletterforemployeestotaketotheirfamilyphysicians,askingforspecificinformationabouttheirabilitiesandlimitations.If additionalinformationisrequired,managersandsupervisorsmaycontacttheministry’sLTD/ESRAliaisonofficer,Workers’Com-pensationBoardcontacts(if employeesarereturningfromWCB),ortheGreatWestLifecasemanagerorrehabilitationconsultant(if


returningfromlongtermdisabilityleave).Aswell,managers/supervisorscanalsocontactTheEffectiveCaseManagement(ECM)Grouprepresentative(if employeesarereturn-ingfromleaveundertheEmployeeSupportandRecoveryAssistance(ESRA)Program).

Service Providers

ServiceprovidersfromGreatWestLife,TheECMGroup,andWorkers’CompensationBoardmaybeaskedtoassistmanagersandsupervisorsinthereturntoworkprocess.Serviceprovidersshould:

• offerexpertservices,whichcouldincludearrangingforindependentassessments,

• keepmedicalandotherhealthinformationconfidential,

• shareinformationregardingemployeescapabilitiesandreturntoworkplans,withthemanagersorsupervisors,theLTD/ESRAliaisonofficers,humanresourcescontacts,andotherinvolvedstakeholders,and

• suggestoptionsthathavebeensuccessfulinotherreturntoworksituations.

Alberta Union of Provincial Employees (AUPE)

Astheroleof theunionistoprotecttheinterestsof itsmembers,theunionandtheemployersharearesponsibilitytoprovideemployeeswithoptionswhileensuringconfidentiality.Unionsarerequiredtoparticipateintheaccommodationprocess,if requestedbyemployeesoremployers.Theunionisfundamentaltothesuccessof effortsinidentifyingandimplementingreason-ableaccommodationoptions.Theunionshould,if requested:

• beinvolvedinthereturntoworkprocessasearlyaspossible,

• obtaincurrentinformationaboutthemembers’preferredreturntoworkoptions,abilities,andrestrictionsthatcanaffectreturntoworkplans,and

• inconjunctionwiththeemployeeandtheemployer,seekoutreasonablesolutions.

3

Retur ntoWork

3Notsurehowtostartthereturntoworkprocess?Thefollowinginformationoutlineskeyconsiderationstoensureemployeeshavethebestchancepossibleof fittingbackintotheirpre-disabilityemploymentandworksite.

Thissectionisdividedintorecoverydurationperiodswithin80daysandexceeding80days.Dependingonthelengthof theabsencedurationanemployeecouldbereturningtoworkwiththeguidanceof aninsuranceprovider(WCB,GWL).

Return to Work During the General Illness Period (employees return during the 80-day elimination period: before the long term disability period)

Obtainconfirmationfromthetreatingphysiciansthattherewillbetemporaryorpermanentlimitationstotheemployees’abilitiestofulfillobligationsof theirpre-disabilityemployment.(SeeDefinitions[page3-2]:TemporaryandPermanentlimitations.)

1 Inconsultationwiththeemployeeandthetreatingphysician,determinewhatreturntoworkaccommodationsneedtotakeplace:jobmodifications,workplacemodifications,orboth.(SeeDefinitions[page3-2].)

2 Throughconsultationwiththeemployeebesuretothoroughlyunderstandhowmedicalrestrictionsmayaffectemployees’abilitiestowork,andforhowlong.

3 Arrangeforanynecessaryjoborworkplacemodifications.

4 Developareturntoworkplanwiththeemployee(unionrepresentativeif requested),inconsultationwiththeirtreatingphysician,whichoutlinesworkplacere-entrygoals,objectives,andmilestones.(SeeReturn to Work Plan,under“Forms”[pages5A-6–5A-10].)

5 Monitorprogress.

6 Re-evaluatethereturntoworkplanwiththeemployeetobesuregoalsandobjectivesareappropriate.Alsokeeptheplanflexibletoadjustforalongerrehabilitationperiod,if needed.

7 Offerandensuretheemployee’sawareof supportservicesliketheEmployeeAssistanceProgram(EAP)andEmployeeSupportandRecoveryAssistance(ESRA).Managers/supervisorsarerequiredtoofferESRAafteremployeeshavebeenongeneralillnessforten(10)days.

Return to Work After the General Illness Period (employees return after the 80-day elimination period: during long term disability period)

TohelpemployeeswhohavebeenonLongTermDisability(LTD)orWorkers’Compensation(WCB)returntowork,requestinformationfromtheinsuranceproviderthatexplainsanytem-poraryorpermanentlimitationsthatneedtobeaccommodatedforemployeestoreturntotheirpre-disabilitypositions.(SeeDefinitions[page3-2]:TemporaryandPermanentlimitations.)

1 Findoutwhatjobandworkplacechangestheinsuranceprovidercansupport.Alsodeterminewhatsupportsareavailabletohelptheemployeere-entertheworkforceandforongoingsupport,fortheemployee,suchascounselling,retraining,andrehabilitation.Thisinformationcanbeobtainedfromtheserviceprovider(i.e.Great-WestLife,WCB)orministryLTD/ESRAliaisonofficers,orHRCs.

2 Obtaininformationaboutongoingincomesupport(if needed)throughthereturntoworkperiod.ContactyourministryLTD/ESRAliaisonofficerorHRCforfurtherinformationontheLTDplanorWCB.

3 Workwiththeinsuranceproviders,ministryLTD/ESRAliaisonofficer,unionrepresenta-tive(if requested),andHRCtodevelopareturntoworkplan,identifyingsuchissuesaslimitations,durations,areasof responsibilitiesandfinancialsupports.


4 Monitorprogress.

5 Re-evaluatethereturntoworkplanwithyouremployeeandinsuranceprovidertobesuregoalsandobjectivesareappropriate.Alsokeeptheplanflexibletoadjustforalongerrehabilitationperiod,if needed.

6 Offerandmakeemployeesawareof supportservicesliketheEmployeeAssistanceProgram(EAP).

Definitions

General Illness

General Illnessmeansanysickness,disability,orinjury(otherthanself-inflicted)thatcausesemployeestobeabsentfromworkformorethanthree(3)consecutiveworkdaystoamaximumof eighty(80)workdays.

Temporary Limitations

• Modificationsoralterationstoemployees’jobdutiesorhoursof workaretemporarilychangedtoallowthemtimetorecoverfromaninjuryorillness.

• Themedicalprognosissuggestsrecoveryandrehabilitationshouldhelpemployeestoresumetheirformerjobduties.

Permanent Limitations

• Changestoemployees’jobdutiesareindefiniteasaresultof theinjuryorillness.

• Themedicalprognosissupportsthatemployeesareunlikelytoreturntotheirformerjobduties.

Job Modifications

• Changestojobdutiesandresponsibilitiesthattakemedicallimitationsintoaccount,allowingemployeesasafeandhealthyreturntowork.

• Medicalrestrictionsdeterminehowthejobcouldbemodified,andforhowlong.

• Jobmodificationsmayinclude:

– reduced number of hours worked for a specified period of time,

– frequent rest breaks,

– self-paced work,

– reduced repetitive and physically demanding tasks,


– larger assignments divided into smaller tasks, and/or

– flexible work schedules.

Workplace Modifications

• Changestotheworksiteorworkareaandequipmentthattakemedicallimitationsintoaccount,allowingemployeesasafeandhealthyreturntowork.

• Workplacemodificationexamplesmayincludethefollowing:

– ergonomic adjustments to work stations or recommendations for new equipment, like chairs or tools,

– more accessible work environment, like assigned parking or ramps,

– fewer noise and visual distractions,

– telecommuting, if possible, and/or

– rest area, if job requires a lot of standing.

(SeeReturn to Work Plan,under“Forms”[pages5A-6–5A-10].)

4

ACCOMMODATE:Legal Framework

DUTYTO

Discrimination

Discriminationincludesbehaviourthatputsanemployeeatadisadvantagebasedonanyof theprohibitedgroundsintheAlberta Human Rights Citizenship and Multiculturalism Act(theAct)[websiteaddressisonpage5B-5].Thisbehaviourhasaharmfuleffectonemployees,evenif itwasnotintended.

Prohibitedgroundsinclude:

• Race • Age

• Religiousbeliefs • Ancestry

• Colour • Placeof origin

• Gender • Maritalstatus

• Physicaldisability • Sourceof income

• Mentaldisability • Familystatus

John is preparing to return to his pre-disability position behind the customer service desk. His supervisor has learned, that due to injuries sustained in a motor vehicle accident (which has left John wheelchair bound), John can no longer work at the counter as it is currently set up.

Since physical disability is one of the grounds set out in the Act, a requirement that only able-bodied individuals can work on the customer service desk would be discriminatory. The ministry would need to find a way to accommodate John’s work at the customer service desk. This could include widening the space behind the customer service desk for John to move about in his wheelchair, or it could include modifying the counter. (The process of finding and implementing

4Asmuchasaccommodationistherightthingtodotocreateahealthyandengagedworkplace,therearelegalobligationsaswell.Thissectiondefinesthelegalboundariesministriesneedtoworkwithintoensuretheyareprovidingemployeeswithfairandequitabletreatmentinthereturntowork.

an alternate arrangement is an accom-modation and meets the employer’s legal obligation.)

Accommodation in Return to Work

Accommodationisamodificationorrelaxationof anemploymentrule,practice,condition,orrequirementtomeetthespecificneedsof anindividualorgroupwhentheidentifiedneedisassociatedwithoneof thegroundsprotectedundertheAct.

Employeesmayrequireaccommodationwhenfacedwithtemporaryorpermanentdisability.If anemployeerequestsaccommodation,theemployeewillneedtoprovidetheirsupervisorwithamedicalcertificatefromtheirtreatingphysician,clearlystatingthatthisneedforaccommodationisrequired.Accommodationcantakemanyforms:

• modifyingjobduties,

• alteringabuildingorworksitetomakeitaccessible,

• providingtechnicalaids,and

• findinganalternateplacementorvaryingrequirementstomeettheworkschedule.

What Constitutes a Disability?

Adisabilityisaninvoluntaryphysicalormentalstatethathassomedegreeof permanenceandnegativelyaffectsemployees’abilitytofulfilltheirjobrequirements.Examplesinclude,butarenotlimitedto:

•hearingimpairment,

•visualimpairment,


•mobilityimpairment,

•chronicconditions,suchasdiabetes,and

•clinicaldepression.

Undue Hardship in Return to Work

Unduehardshipmeansthatemployerscannotaccommodateemployees’restrictionswithoutsignificantlyhinderingtheirbusiness.Accom-modationisabalanceof employeerightstobetreatedfairlyinspiteof adisabilityandemployerrightstomaintainproductiveworkplaces.

Ahighdegreeof hardshipmustbedemonstratedif theresolutioncannotbefound.Thisisbalancedbythefactthatanemployer’sdutytoaccom-modateisnotinfinite,andislimitedtothepointof unduehardship.

Thereareseveralfactorstoconsiderwhenassess-ingwhetheranaccommodationwouldresultinunduehardship.Thesefactorsinclude:

• sizeof theemployer’soperation,

• healthandsafetyconsiderations,

• actualcostsof theaccommodation,

• effectonworkplaceproduction,

• interferencewiththecollectiveagreementprovisions,

• effectof accommodationontherightsof otheremployees,and

• interchangeabilityoftheworkforceandfacilities.

Accommodation Options

Inaccommodatingemployees’returningtowork,thegoalistofindasolutionthatmeetstheneedsof theemployeeandtheemployerinatimelymanner.Agraduatedapproachensuresthat,whereappropriate,considerationisgiventoarangeof options:

a) Accommodating Employees In Their Current Positions

Theemployershouldfirstseeif itispossibletoaccommodatetheemployeeintheirexistingposition:

i. The positions can be modified by removing duties the employee cannot perform.

ii. Certain job responsibilities can be assigned to other employees.

iii. Duties can be rebundled.

Other employees may be asked to assume some of a disabled employee’s duties while the disabled employee may be asked to perform some of her co-workers’ duties, which are possible within her limitations. Changing shift schedules may require consideration, allowing the employee more frequent breaks from repetitive tasks, temporary re-assignment - including temporary light duties - or a graduated return to work.

Accommodations may be for a certain duration of time, with a targeted end date, to allow an employee to recover from an illness or injury, or they may be indefinite, as the employee’s medical prognosis indicates an unlikely return to fulltime pre-disability duties.

b) Alternate Placement

Whereitisnotreasonabletomodifyemploy-ees’existingpositionstoaccommodatetheirneeds,supervisors/managersneedtoconsideralternateplacements.

Whenconsideringalternateplacements,vacan-cieswithintheministryandgeographiclocation,andwithotherministrieswithintheemployees’geographiclocation,shouldbegivenpriority.(Themanagers/supervisorsshouldseekadvicefromtheirministryhumanresourcestoassistintheseefforts.)

Application of Legal Framework (determining reasonable occupational requirements)

Athree-parttestbasedonaSupremeCourtdecisioncanhelpemployersdetermineif par-ticularoccupationalrequirementsarereasonableandjustifiable.Employersmustensurethatthestandardof performancechosenwas:

1 chosenforapurposethatisconnectedtojobperformance,

2 choseninanhonestandgood-faithbelief thatthestandardisnecessaryforthefulfillmentof genuinebusinesspurposes,and


3 reasonablynecessarytoaccomplishthatpurpose.Thismeanstheemployermustdemonstrateitisimpossibletoaccommodateemployeeswithoutsufferingunduehardship.

Asthislandmarkcasedemonstrated,employerscansetstandardsthatreflectthelegitimaterequirementsof thejob.Evenwhenajobrequirementisvalid,theemployermustshowtheemployeecannotbeaccommodatedwithouttheorganizationexperiencingunduehardship.

Forfurtherinformationonthiscase,andthefulldecisionfromtheSupremeCourtof Canada,pleasereferto:http://scc.lexum.umontreal.ca/en/1999/1999rcs3-3/1999rcs3-3.html.


5

APPENDICES

5(A) Forms:

Manager/Supervisor Return to Work Checklist 5A-1

Memo to Schedule Meeting with Employee 5A-2

Health Care Provider Return to Work Form 5A-4

Return to Work Plan 5A-6

Return to Work Weekly Progress Review 5A-11

Health Care Provider Progress Report 5A-13

(B) Resources:

Frequently Asked Questions (for Managers/Supervisors) 5B-1

Tools and supports:

• Adviceformanagers/supervisorsonplanningmeetingswithyouremployeesandmonitoringprogress:

– Manager/Supervisor and employee discussion guide 5B-3

– Tips for successful re-integration during the return to work period 5B-4

• AlbertaPublicServicehealthpracticesprograms: 5B-5

– Employee Assistance Program (EAP)

– Employee Support and Recovery Assistance (ESRA) Program

– Long Term Disability (LTD) Income Continuance Plan

Governing legislation [website addresses are on page 5B-5]: 5B-5

• AlbertaHumanRights,CitizenshipandMulticulturalismAct

• AlbertaPublicServiceAct

• Freedomof InformationandProtectionof Privacy(FOIPP)Act

• WorkersCompensationAct(WCB)

5A

APPENDICESForms (Templates)

Theforms/templatesfoundinthissectionhavebeendevelopedforuseinthereturntoworkprocess.AsindicatedintheOverviewof theReturntoWorkGuidelines,theobjectiveof theguidelinesistoprovideconsistentprocesseswhenreturningemployeestowork.However,recognizingthateveryemployee’ssituationisunique,youareencouragedtotailortheseformstofittheneedsof yourministryandtheemployeeyouareaccommodating.

APS Return to Work Guidelines – Manager/Supervisor RTW Checklist 5A-1APS Return to Work Guidelines – Manager/Supervisor RTW Checklist 5A-1

Manager/SupervisorReturn to Work Checklist

This checklist can be used by managers/supervisors once a return to work and/or accommodation request has been made. When completing this form, keep in mind that

each employee’s requirements are unique and need to be taken into consideration when developing their return to work plan.

Review the APS Return to Work Guidelines.

Contact your Human Resources area to discuss the return to work and/or accommodation request.

Meet with the employee to discuss abilities and limitations/restrictions.

Obtain medical information from the employee, in support of the accommodation request.

Use the Return to Work Plan (see “Forms” [pages 5A-6 - 5A-10]) as a basis for all of your discussions with the employee and other *stakeholders.

Determine how requested modifications will affect employees, equipment, materials, and the work environment.

Discuss communication plans with the employee before they return to work; seek their input of what will be communicated to other employees in the work unit.

Implement the work plan and related actions.

Monitor the return to work plan and schedule regular progress reviews.

Evaluate the return to work plan with key *stakeholders and revise as required.

Ensure the employee continues to provide updated medical information.

Continue to communicate with the employee as to progress in their position.

Schedule a final meeting, once the return to work plan or rehab plan is completed.

_______________________________ * stakeholders: Human Resource Consultant (HRC); Great West Life (GWL); The Effective Case

Management (ECM) Group; Workers’ Compensation Board (WCB); Alberta Union of Provincial Employees (AUPE)

APS Return to Work Guidelines – Memorandum to Schedule a Meeting with Employee 5A-2

APS Return to Work Guidelines – Memorandum to Schedule a Meeting with Employee 5A-2

Instructions for Completion of Template:

Memorandum to Schedule a Meeting with Employee

This memo may be sent to the employee who has requested an accommodation. The memo can come from either the Manager/Supervisor or the Human Resource Consultant (HRC).

The purpose of this memo is to schedule a return to work meeting and to begin the return to work process.

Note: This memo may be sent if medical documentation has been received from the employee requesting accommodation.

5A-3 APS Return to Work Guidelines – Memorandum to Schedule a Meeting with EmployeeAPS Return to Work Guidelines – Memorandum to Schedule a Meeting with Employee 5A-3

MEMORANDUM

FROM: Manager/Supervisor OR

Human Resources

TO: Employee’s Name

SUBJECT: Scheduling Return to Work Meeting

Thank you for providing a medical certificate date <<enter date>> indicating your requirement for <<temporary/permanent>> work accommodation.

The <<Ministry Name>> is committed to assisting you with a timely and safe return to work. I would like to set up a planning meeting with you, (Human Resources OR your manager/supervisor), the union and myself to discuss how we may best accommodate your work restrictions.

Please call me at your earliest convenience at <<phone #>> to set up a meeting.

Feel free to contact me if you have any questions or require additional information.

I look forward to meeting with you.

cc: Human Resources OR

Manager/Supervisor

Union Representative

APS Return to Work Guidelines – Health Care Provider Return to Work 5A-4

APS Return to Work Guidelines – Health Care Provider Return to Work 5A-4

Instructions for Completion of Form:

Health Care Provider Return to Work

This form can be used if:

1) the employee has requested accommodation in order to return to work, but has not yet obtained medical documentation from their Health Care Provider; or

2) the employee has requested accommodation in order to return to work, and has obtained medical documentation from their Health Care Provider, but additional information/clarification is needed (i.e. documentation provided makes it difficult to assess what job duties the employee is able to perform safely).

Note: The employee should take this form to their Health Care Provider for completion.

Health Care Provider Return to Work Form

APS Return to Work Guidelines – Health Care Provider Return to Work Form 5A-5

Employee: First Name Last Name Date

Dear Health Care Provider:

The Alberta Public Service is committed to accommodating our employees who have been ill or injured with a plan for a safe and timely return to work. Please assist us in placing our staff member safely by completing the following:

1. Medically fit to return to work without limitation, may do regular work.

2. Unfit to perform any duties.

3. Fit with limitations as follows:

The worker may NOT do the following activities (if applicable).

Lifting/Carrying Limit: Gripping Activities

Twisting/Turning Motion Pushing/Pulling

Climbing Stairs/Ladders Kneeling/Squatting/Crawling

Bending/Stooping Overhead Work

Standing/Walking Reaching above/below Shoulder

Fine Finger Work High Degree of Visual/Sensory Attention or Mental Concentration

Other

Limitation will be in effect until

Worker will be re-evaluated

Health Care Provider Name (please print)

Date:Signature

Phone No.:

Thank you for the assistance you have provided for our employee.

Please forward completed form to:

<<enter Manager's/HRC's name>> <<enter Ministry Name>>

<<enter Mailing Address>> <<enter Area Code & Phone #>>

<<enter Area Code & Fax #>>

5A-5 APS Return to Work Guidelines – Health Care Provider Return to Work

Health Care Provider Return to Work Form

APS Return to Work Guidelines – Health Care Provider Return to Work Form 5A-5


Dear Health Care Provider:

The Alberta Public Service is committed to accommodating our employees who have been ill or injured with a plan for a safe and timely return to work. Please assist us in placing our staff member safely by completing the following:

1. Medically fit to return to work without limitation, may do regular work.

2. Unfit to perform any duties.

3. Fit with limitations as follows:

The worker may NOT do the following activities (if applicable).

Lifting/Carrying Limit: Gripping Activities

Twisting/Turning Motion Pushing/Pulling

Climbing Stairs/Ladders Kneeling/Squatting/Crawling

Bending/Stooping Overhead Work

Standing/Walking Reaching above/below Shoulder

Fine Finger Work High Degree of Visual/Sensory Attention or Mental Concentration

Other

Limitation will be in effect until

Worker will be re-evaluated


Date:Signature

Phone No.:

Thank you for the assistance you have provided for our employee.

Please forward completed form to:

<<enter Manager's/HRC's name>> <<enter Ministry Name>>

<<enter Mailing Address>> <<enter Area Code & Phone #>>

<<enter Area Code & Fax #>>

APS Return to Work Guidelines – Return to Work Plan (Pages 5A-6 – 5A-10) 5A-6


Return to Work Plan

This form is to be completed by the Manager/Supervisor or Human Resource Consultant (HRC) in collaboration with the employee, and the union (if the employee has requested union involvement). The purpose of the Return to Work Plan is to reach agreement with all parties regarding modified work duties, and to estimate a date of return to regular work duties.

Note: Best practices in return to work indicate the importance of completing a Return to Work Plan, and updating and revising the plan if there are significant changes in medical restrictions and/or the employee requires further accommodation.


Return To Work Plan


To be completed by Supervisor or Human Resources Consultant for all employees returning to work, including those with a request for work accommodations.

SECTION A: EMPLOYEE INFORMATION

Employee Name:

SECTION B: REQUEST FOR ACCOMMODATION (FAQ’s)MM DD YY

Date of initial request for accommodation:

SECTION C: EMPLOYEE MEDICAL INFORMATION (FAQ’s)MM DD YY

Date of Medical Note: Health Care Provider’s Name:

Medical Restriction(s):

MM DD YY

Expected Date of Return to Regular Work: MM DD YY

Is the limitation: Permanent Temporary If Temporary, indicate expected duration of modified duties:

COMMENTS:

SECTION D: PLAN GOALS Goal is to return employee to pre-disability status. Please check all applicable boxes:

MM DD YY MM DD YY To return to full-time regular duties as of:

To return to part-time modified duties as of:

MM DD YY MM DD YY To return to full-time modified duties as of: Medical Progress Review to occur on:

SECTION E: DESCRIPTION OF REGULAR JOB DUTIES

Position classification:

Essential job tasks include:

5A-7 APS Return to Work Guidelines – Return to Work Plan (Pages 5A-6 – 5A-10)


SECTION F: DESCRIPTION OF WORK ACCOMMODATION DUTIES (FAQ’s)

Position classification:

Essential job tasks include: (FAQ’s)

MM DD YY

Job description for modified duties and/or Return to Work Plan. Reviewed by Health Care Provider:

(FAQ’s)

MM DD YY

Hours of Work: Progress review will occur on:

(FAQ’s)

Skills or Training Required:

SECTION G: ADDITIONAL COMMENTS [Add comments here.]

SECTION H: SIGNATURES (FAQ’s)

Employee’s Name (please print)

Date: Signature

Supervisor’s Name (please print)

Date: Signature

Union Representative Name (please print)

Date: Signature

NOTE: If the employee has made a request for further or different accommodation, new medical information should be requested; and a new Return to Work Plan should be initiated.



Frequently Asked Questions Linksin the Return to Work Plan Form

SECTION B What Disabilities are the Employer Required to Accommodate?

The employer has a legal obligation to take appropriate steps to eliminate discrimination against employees and potential employees from start of recruitment to end of the employment relationship. Discrimination may result from a rule, practice or barrier that has a negative effect on a person with a need for accommodation based on the protected grounds established in the Alberta Human Rights and Multiculturalism Act.

Accommodation in employment most often involves the protected grounds of physical or mental disability, religious belief, gender (including pregnancy), family status, and marital status.

There is significant case law available on the protected grounds. You may wish to contact your Labour Relations Consultant for more information.

SECTION C What Medical Information are Employers Entitled to Request?

While employers are not expected to accept every medical note that conveys vague information about the employee, a standard of reasonableness has been regularly imposed on employers by arbitrators.

Employers are entitled to know what specific physical or mental limitations the employee has in order to find appropriate and safe accommodation.

Employers are entitled to seek medical information to ensure that a returning employee is able to return to work safely and poses no hazard to others.

When requiring further medical information, employers should be prepared to demonstrate how the information is related to the safe return to work for the employee, co-workers or members of the public.

SECTION F Is there Established Criteria for Determining Accommodation Options?

Arbitrators have accepted a graduated approach to considering employment accommodations:

1. First determine if the employee can be accommodated in their own position with or without modifications.

2. If this is not possible, determine if the employee can be accommodated in another position, with or without modifications, within the employee's home ministry.

3. Next option is to consider positions in other ministries with or without modifications. 4. If none of the above graduated options can be accommodated, and significant reasons can be

provided supporting undue hardship, termination may be considered. Consult with your Labour Relations Consultant, if not already involved.

5A-9 APS Return to Work Guidelines – Return to Work Plan (Pages 5A-6 – 5A-10)


Employee Obligations – Is the Employee Entitled to Perfect Accommodation?

Arbitrators have stated that an employee is not always entitled to his or her desired accommodation. Arbitrators will attempt to balance the business needs of the employer with the protection of the employee's dignity and self respect. The employee is entitled to "reasonable" accommodation. An employer can schedule the employee and assign work, subject to the employee's medical restrictions and the employers own business needs. An employer is not required to employ a person to perform unproductive work. Unions can help manage employee expectations where the employer has provided reasonable accommodation.

Is Approval by an Occupational Therapist or Other Expert Required Before Offering an Accommodation?

While not all accommodation offers need to be pre-approved by an occupational therapist or specialist, arbitral rulings have demonstrated it improves the employer’s argument that a reasonable offer of accommodation was made. Particularly in difficult cases where the employee has been absent from work for several years, it may be helpful to have an independent third party examine the accommodation being offered to the employee.

Consult with your Labour Relations Consultant for further information.

Is the Employer Required to Continuously Monitor Accommodations?

Employers must continually monitor the accommodation and the limitations of the disabled employee. As the workplace changes or the limitations of the employee develop, employers must be flexible in their approach to accommodation. It is not sufficient to accommodate the employee and ignore new developments. If the collective agreement has in any way been impacted by an accommodation, new developments must be considered in light of their impact on the collective agreement.

SECTION H Does the Employer have to Involve the Union in Return to Work Planning?

Arbitrators have ruled that unions have an obligation and right to represent the employee at any and all return to work planning meetings. Employers who overlook this right, run the risk of an arbitrator viewing their actions in excluding the union as bargaining in bad faith. Under the collective agreement, the union has exclusive rights to be the sole bargaining agent on behalf of the employee. (Even temporary accommodations may change working conditions that were bargained in good faith). The only exception to union inclusion at meetings is where the employee, in writing, states they do not want union representation. It is a recommended best practice that employers have the employee sign a form if they do not wish to have union representation.


APS Return to Work Guidelines – Return to Work Weekly Progress Review 5A-11


Return to Work Weekly Progress Review

This form is to be filled out weekly, by the manager/supervisor and the employee, once a Return to Work Plan has been established. The purpose is to ensure ongoing communication between the manager/supervisor and the employee throughout the return to work process, as well as to monitor the employee’s progress, and to provide them with assistance if they are experiencing difficulties in completing modified work tasks.

Copies of the weekly progress reviews should be provided to the employee and health care provider, if applicable.

Note: Best practices in returning employees to work indicate the importance of following up with employees participating in return to work accommodations, and revising the Return to Work Plan if modifications are required.


5A-12 APS Return to Work Guidelines – Return to Work Weekly Progress Review

Return to Work Weekly Progress Review


To be completed together by Employee and Manager/Supervisor during Return to Work Period.


On a weekly basis, please complete the attached form.

1. Yes No

Are you experiencing difficulty completing any work tasks due to your illness or injury since returning to work? If yes, please describe the tasks causing problems, and describe the problem(s).

Comments:

2. Yes No

Have your medical restrictions changed since the beginning of your return to work? If yes, please describe and provide medical assessment detailing your restrictions from your health care provider.

Comments:

3. Yes No

Have you missed any time from work due to your illness or injury since returning to work? If yes, please explain.

Comments:

4. Yes No

Do you have any suggestions for how we can further assist you with your return to work? If yes, please explain.

Comments:

Comments and Observations by Employee

Comments and Observations by Manager/Supervisor

If the employee is experiencing problems in completing work tasks due to their illness or injury, they should discuss these issues with their health care provider.

Employee’s Name (please print)

Date: Signature

Manager’s/Supervisor’s Name (please print)

Date: Signature

APS Return to Work Guidelines –Health Care Provider Progress Report 5A-13


Health Care Provider Progress Report

This form is to be provided to the employee requesting accommodation. The employee should take this form to their Health Care Provider, in order to obtain medical documentation regarding the employee’s ability to increase their work duties in the return to work process.

The goal is to assist the employee in returning to regular work, as soon as they are safe and able to do so.

Note: If the employee has been participating in a modified return to work assignment and feels capable of returning to regular work responsibilities sooner than the target date indicated by the Health Care Provider, a “Health Care Provider Return to Work” form [see pages 5A-4 and 5A-5] should be completed.

APS Return to Work Guidelines – Health Care Provider Progress Review 5A-13

5A-14 APS Return to Work Guidelines – Health Care Provider Progress Review

Health Care Provider Progress Report

APS Return to Work Guidelines –Health Care Provider Progress Report 5A-14


Dear Dr. <<enter Doctor's Name>>:

<<enter Full Name>> has been participating in a modified duty work accommodation program from <<enter Date>> to <<enter Date>>. Please assess their progress with a view to indicating whether they can safely increase their level of physical activity.

To assist you with this assessment, the following information is provided:

Description of Regular Job Duties

This position is classified as requiring mainly <<enter info>> effort, but on occasion, can require <<enter info>> effort. Essential job tasks include the following: <<enter info>>

Description of Light Duty Work Accommodation Duties

<<enter First Name>> has been performing the following duties for <<enter #>> hours per day from <<enter Date>>.

Progress Plan

Is <<enter First Name>> able to increase <<choose: her/his>> level of functioning to include the following?

JOB TASK HOURS OF WORK COMMENTS

[ You can add extra rows if required. ]

[After this table has been completed, click on the next field below to continue.]

No Yes, please provide prognosis for when <<enter First Name>> will be able to return to regular duties. Date:

<<enter prognosis>>

Does <<enter First Name>> have any permanent work restrictions: Yes No

Comments:

<<enter comments>>


Date:Signature

Phone No.:

5B

APPENDICESResources

1. What is a disability?

Adisabilityisaninvoluntaryphysicalormentalstatethathassomedegreeof permanenceandnegativelyaffectsemployees’abilitytofulfilltheirjobrequirements.Someexamplesof disabilities:alcoholism,drugaddictionanddepression.(SeeWhat Constitutes a Disability?[page4-1].)

2. If there are no jobs in my area, how am I to accommodate my employee?

ConsultwithyourHRCtodiscussoptionsfortheemployee:suchasmodifyingjobduties;alteringabuildingorworksitetomakeitacces-sible;providingtechnicalaids;and/orfindinganalternateplacementorvaryingrequirementstomeettheworkschedule.Otherpossibleoptionscouldincludelookingatotherworksiteswithintheministry,and/orlookingatotherministries.

3. Am I entitled to my employee’s medical information?

Employersarenotexpectedtoacceptvagueinformation.However,astandardof reasonable-nessisimposedonemployersbyarbitrators,includingthefollowing:

• Employers(ministries)areentitledtoseekmedicalinformationtoensurethatareturningemployeeisabletoreturntoworksafelyandposesnohazardtoothers.

• Whenrequiringfurthermedicalinformation,employers(ministries)shouldbepreparedtodemonstratehowtheinformationisrelatedtothesafereturntoworkfortheemployee,co-workersand/ormembersof thepublic.

• Employers(ministries)areentitledtoknowwhatspecificphysicalormentallimitationstheemployeehasinordertofindanappropriateandsafeaccommodation.

• Employers(ministries)areentitledtoknowtheprognosisforreturntopre-disabilitypositionoranylimitationsbutnottheemployee’sdiagnosis.

4. How long am I required to accommodate my employee, on modified work?

Employeeaccommodationsaredependentonindividualemployeeneeds.Thelengthof timerequiredforaccommodationwillvary,accordingtothemedicalneedsandprogressof theemployee.

5. When should the union become involved?

Theunionisacollaborativepartyandcanbeinvolvedfromtheearliestpossiblestagesof thereturntoworkprocess.However,theirinvolvementisatthediscretionof theemployee.(AUPEwebsite–www.aupe.org.)

6. What are some examples of accommo-dation options for ministries?

Itmaybeassimpleaspurchasinganewchairforanemployeetofindingthemasimilarpositioninanotherarea,orpossiblyre-bundlingtheirdutiesforaperiodof time.(SeeAccommodation Options[page4-2].)

7. Am I required to look beyond my minis-try to accommodate an employee?

Yes.If youarehavingdifficultyfindingaccom-modationoptionswithinyourownministry,talktoyourHumanResourcesareaaboutexploringpotentialopportunitieswithotherGOAministries.Asoneemployer,wemustensurethatalternativesinotherministriesarealsoevaluated.

And,asoneemployer,wehavearesponsibilitytoaccommodateouremployeestothepointof “unduehardship”.Therearespecificfactorstoconsiderwhenassessingwhetherornotanaccommodationwouldresultinunduehardship.(SeeUndue Hardship in Return to Work [page4-2].)

8. Why am I required to develop return to work plans?

Toensureasafeandsuccessfulreturnof youremployeetotheirformerposition.Andtoensureclearcommunicationof expectationstoallinvolvedinreturningtheemployeetowork.

Frequently Asked Questions (For Managers/Supervisors)

APS Return to Work Guidelines 5B-1

9. What documentation is required prior to returning an employee to work after a medical absence?

Medicalinformationconfirmingalimitationoraneedtoaccommodate.(SeeHealth Care Provider Return to Work,under“Forms”[page5A-4and5A-5].)

Asanemployer,wehaveanobligationtoensurethatouremployeesaremedicallyabletoreturntowork.Medicaldocumentationincludesinformationabouttheemployee’scapabilitiestoreturn:fitwithnolimitationsorfitwithlimitations.(SeeDefinitions [page3-2]TemporaryandPermanentLimitations.)

10. How long is an employee off work before implementing accommodation?

Thereisnosettimelimit,aseachsituationisasindividualastheemployeereturningfrommedicalabsence.

Employeesmakearequestforaccommodationbasedonmedicalinformationreceivedfromtheirtreatinghealthpractitioners.

11. How do I deal with other co-workers concerns re: the returning employee?

Managers/supervisorsshouldhaveadiscussionwiththereturningemployeeaboutwhatcanbesharedwithco-workersregardingthereturntoworkplan.Thisisespeciallyimportantwhentheco-workersmaybedoingsomeof thereturningemployee’sdutiesforaperiodof time.

Fromtimetotime,accommodationmayresultinchangesintheworkplaceandrequiresthecooperationof co-workerstoensureeffectiveimplementationof theaccommodationplan.

5B-2 APS Return to Work Guidelines

Manager/Supervisor and Employee Discussion Guide

Communicationisessentialtoasuccessfulreturntoworkplan.Whenanemployeerequestsaccommodation,itisimportantthatthesupervisormeetwiththeemployeetostartthereturntoworkprocess,andtomaintainongoingcommunications.

Before the meeting:

• Lettheemployeeknowwhyyouwanttomeetandgivetheemployeeageneralideaof whatwillbecoveredinthemeeting.

• If youhavebeennotifiedof animpendingreturnfromGI,LTDorWCB,itisconsideredappropriatetocontacttheemployeepriortothereturntodatetodiscussaccommodation.

• Asktheemployeetoprovidedocumentationfromtheirtreatingphysicianregardingprog-nosis/restrictions.

• Requestpermissionfromtheemployeetosharework-relatedimpactsof disabilitywithco-workers.

• Lettheemployeeknowthatallthreeparties(employer,employeeandunion)sharetheobligationof facilitatingtheemployee’sreturntowork.

• Offertheemployeetheoptionof invitingtheuniontoparticipateinthemeeting.

At the meeting:

• Reviewthetreatingphysician’sinformationontheemployee’sabilities.

• Requestsuggestionsonaccommodationoptions.

• If thephysician’sinformationissufficient,proceedwithdiscussingsolutionsandestablishingthereturntoworkplan;requeststakeholder(i.e.GWLrehabconsultant,ECMnurse,orWCBrehabconsultant)support,wherenecessary.

• If thephysician’sinformationisinsufficienttoformulateaplan,advisetheemployeethattheywillneedtoobtainadditionalmedicalinformation.

After the meeting:

• If themeetingreachedaccommodationconclusions,completetheplandocumentationandproceedwiththeagreedmodifications.

• If themedicalinformationwasinsufficienttoestablishareturntoworkplan,asktheemployeetoobtainadditionalinformation.

• Remember,returntoworkmaybeanevolvingprocess,requiringaccommodationmodificationsastheemployeeproceedsthroughagradualreturntowork.


1. Components of Successful Return to Work:

Thepaybacksforpositivesupportinthework-placeareimmense:improvedmorale,reducedsicknessabsence,andretainingvaluedemploy-ees.Thecostsof failureareequallysignificantinbothbusinessandhumanterms.

• Keepintouchduringillness/absencetooffersupportandplanforthereturntowork

• Worktowardsachievingasuccessfulandengagedreturntowork

• Matchthejobrequirementswiththeemployee’scapabilities

• Accesssourcesof supportandinformation

• Matchtheemployee’scapabilitieswiththejobrequirements

Returntoworkmanagementinvolves:

• Knowingyourstaff

• Beingclearinyourexpectations

• Beingavailableandsupportive

• Beingabletodetectearlybehaviouralsignsof distress

• Beingabletodiscussremedialaction

• Followingupregularly

Asuccessfulreturntoworkplanwillinclude:

• Consultationwiththeemployee

• Clearjobdescriptionstodeterminerequiredcompetencies

• Assignmentof meaningfulandfulfillingtasks

• Accommodationsthatarerelevanttothejob

• Clearperformance/taskexpectations

• Clearcommunicationwithco-workers,asrequired

2. Spotting and Handling Concerns During the Return to Work Period:

Inspiteof thebestplanning,sometimesthereturntoworkprocessdoesnotgoassmoothlyasanticipated.Asmanagers/supervisorsmonitortheiremployees’progress,theymaynoticesomewarningsignsthatindicatesomethingsmaybeoff track.

Warningsignsthatanemployee,duringtheirreturntoworkperiod,mayhaveaproblem:

• Changesinusualbehaviour

• Tirednessorirritability

• Increasedabsencesduetoillness

• Poortimemanagement

• Difficultieswithrelationshipsatwork

• Tearfulness

• Headaches

• Lackof concentration,forgetfulness

• Lossof senseof humour

• Over-performance–drivingthemselvestoexcess

• Rapidchangesof emotionalmood

Howtointerveneearly:

• Engagedreturntoworkmanagement

• Workplaceintervention(conflictmanagement,modifiedworkload,skillsreassessment)

• ReferemployeetoEmployeeAssistanceProgram(EAP)orEmployeeSupportandRecoveryAssistance(ESRA)Program,withthegoalof assistingtheemployeetoproblem-solve

• Supportedself-care(i.e.if employeehasappointments/therapiestoattend,encourageandallowthemtoattendtheirappointments)

• Refertophysician/healthprofessionalasappropriate

• Talktotheemplyeeduringanearlystageof distresstopreventtheissuesfromescalating

Tips for Successful Re-integration during the Return to Work Period

5B-4 APS Return to Work Guidelines

ALBERTA PUBLIC SERVICE HEALTH PRACTICES PROGRAMS

1. Employee and Family Assistance Program (EFAP)

www.chr.alberta.ca/efap

2. Employee Support and Recovery Assistance (ESRA) Program

www.chr.alberta.ca/esra

3. Long Term Disability (LTD) Plan

www.chr.alberta.ca/Practitioners/?file=benefits/ltdi-continuance/titlepage&cf=13

LEGISLATION

Alberta Human Rights, Citizenship and Multiculturalism Act:

http://www.qp.alberta.ca/574.cfm?page=H14.cfm&leg_type=Acts&isbncln=9780779738502

Alberta Public Service Act:

http://www.qp.alberta.ca/574.cfm?page=p42.cfm&leg_type=Acts&isbncln=9780779735211

Canadian Human Rights Act:

http://laws.justice.gc.ca/en/H-6/243963.html

Freedom of Information and Protection of Privacy Act:

http://www.qp.alberta.ca/574.cfm?page=F25.cfm&leg_type=Acts&isbncln=9780779739462

Workers’ Compensation Act:

http://www.qp.alberta.ca/574.cfm?page=W15.cfm&leg_type=Acts&isbncln=9780779725809


http://www.chr.alberta.ca/efap

http://www.chr.alberta.ca/esra

http://www.chr.alberta.ca/Practitioners/?file=benefits/ltdi-continuance/titlepage&cf=13

http://www.qp.alberta.ca/574.cfm?page=H14.cfm&leg_type=Acts&isbncln=9780779738502

http://www.qp.alberta.ca/574.cfm?page=p42.cfm&leg_type=Acts&isbncln=9780779735211

http://laws.justice.gc.ca/en/H-6/243963.html?noCookie

http://www.qp.alberta.ca/574.cfm?page=F25.cfm&leg_type=Acts&isbncln=9780779739462

http://www.qp.alberta.ca/574.cfm?page=W15.cfm&leg_type=Acts&isbncln=9780779725809

alberta public service - legislative assembly of alberta · the alberta public service (aps)...

Documents