all about disability april 2012

All about disability

by Toronto Training and HR

April 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Post-termination income9-11 Disability management12-14 The ‘invisible’ disability15-16 Barriers to employment17-18 Hiring disabled people19-24 Disability considerations for colleges25-35 Prevention36-39 Recovery40-43 Accommodation44-49 Remain at work plans50-51 Case study52-53 Drill54-55 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition

DefinitionDisability

Post-termination income

Post-termination income

Jensen v Schaeffler Canada

Disability management

Disability management 1 of 2

DefinitionBuilding a programGuiding principlesSteps to take

The ‘invisible’ disability

The ‘invisible’ disability 1 of 2

CREATING A SUCCESSFUL CASE OR DISEASE MANAGEMENT PROGRAM:Organize data around a personIdentify and stratify enrollees first through predictive modelling or reaching out with a phone call from a health care professional letting them know that their company offers free, confidential and secure programs

The ‘invisible’ disability 2 of 2

CREATING A SUCCESSFUL CASE OR DISEASE MANAGEMENT PROGRAM:Enroll those who would benefit from the program's servicesFoster engagement between nurse and patientHighlight the importance of reporting and analytics

Barriers to employment

Barriers to employment

Issues in educationIssues in trainingExperience and employment supportFinancial barriers

Hiring disabled people

Hiring disabled people

Questions that can be askedQuestions that cannot be asked

Disability considerations for

colleges

Disability considerations for colleges 1 of 5

Creating a supportive environment for disabled students does not mean that a college automatically becomes a positive employer of disabled people-colleges need to make an additional, positive commitment to do this


Successfully employing disabled people requires more than adhering to a checklist of requirements-it is about creating a culture and ethos of inclusion and is a cumulative process, and the advice of more than one disabled member of staff was not to wait until you had everything in place but to ‘Just do it!’


Widen your recruitment procedures to include notifications of vacancies to local voluntary disability organizations and via your own cohort of disabled studentsEnsure that all applicants know from the outset that you are an organization which welcomes and supports disabled employees


If disabled people are to be positively employed in your organization, this requires the support of all people-ensure all your employees receive disability and equality training Look at the best ways of ensuring that disabled people in your organisation have their views listened to and acted upon, and be guided by the staff themselves as to the most appropriate way for this to happen within your organization


Of course ensure that you are scrupulously adhering to disability legislation, but also remember that legislation alone does not increase understanding Aim to create a culture which doesn’t have a fixed view of what is ‘normal’’ where all employees feel confident that they can be open about any physical or mental difficulties they might have, knowing that appropriate support will be available if and when they require it

Prevention

Prevention 1 of 10

ROLE OF PREVENTIONPromote health, safety and wellness in the workplace Identify and help prevent injury and illness arising from risks and hazards in the workplace Provide support to employees to help prevent threats to health from escalating Provide a psychologically healthy workplace

Prevention 2 of 10

ROLE OF PREVENTIONSupport early interventions so that employees can remain at work Provide an enabling workplaceIncrease and promote training and awareness of disability management

Prevention 3 of 10KEY ELEMENTSLegislative requirements Policies, programs and services Employee awareness Occupational health & safety policies and standards Employee Assistance Programs Workplace health and safety

Prevention 4 of 10BUILDING A SAFE AND HEALTHY WORKING ENVIRONMENTDeveloping an active workplace wellbeing strategyTraining in maintaining a safe and healthy work environment, both physical and psychologicalHaving a proactive accommodation process in placeEncouraging employees to be actively engaged in their own healthAn Occupational Health and Safety program

Prevention 5 of 10PROACTIVE STRATEGIESBe familiar with programs, policies and initiatives designed to build a healthy work culture and promote employee healthRemind managers to meet their legal obligation to ensure the health and safety of employeesEncourage managers to promote the workplace well-being of employees

Prevention 6 of 10PROACTIVE STRATEGIESActively promote wellness by encouraging employees to maintain healthy lifestyle choices, work-life balance, and awareness of health issuesEncourage employees to utilize resources/information for improving their health and well-being Educate employees on resources, including the Employee Assistance Program

Prevention 7 of 10PROACTIVE STRATEGIESEngage workplace health and safety committees to ensure that the work environment is monitored to prevent accidents and injuries Reducing/minimizing workplace injuries through hazard prevention programs, reporting hazardous occurrences, ergonomic assessments and personal protective equipmentHelp employees deal effectively with interpersonal or organizational conflict, including harassment

Prevention 8 of 10PROACTIVE STRATEGIESEnsure that both managers and employees are aware of the procedures to help prevent or minimize injury in emergencies Create and promote a work culture of respect and inclusiveness in which employees feel comfortable discussing challenges and concerns Provide support and opportunities to encourage employee growth and development Personal learning plans

Prevention 9 of 10PROACTIVE STRATEGIESWork to decrease common causes of stress at work that can threaten mental and physical health Be clear about performance and behavioural expectation Performance management plans/agreementsEnsure that employees have all the tools, information and equipment needed to do their jobs effectively, and that their skills are aligned with their job requirements

Prevention 10 of 10PROACTIVE STRATEGIESWork to create the best possible work environment for employees and management by planning for an inclusive workplace, managing work demands, assisting employees in effectively managing workload and priorities and whenever possible, allowing employees flexibility and control around their work and input into decision makingProvide rewards and recognition for work well done

Recovery

Recovery 1 of 3

What is support for recovery?

Recovery 2 of 3

KEY ELEMENTS FOR RECOVERYLong-term disability plans and workers' compensation that provide income replacement and rehabilitation services Health care benefits Early intervention Case management for planning a timely and successful return to workOngoing communication

Recovery 3 of 3FUNDAMENTALSWork may help recoveryRecognizing signsEarly intervention strategiesSuccessful interventionsPromising practices

Accommodation

Accommodation 1 of 3

DefinitionExamples of accommodationResponsibilitiesElements needed


FUNDAMENTALSDuty to accommodateUndue hardshipWhat is a bona fide occupational requirement?Accommodation processRoles and responsibilities relating to duty to accommodateAccommodation options

Remain at work plans

Remain at work plans 1 of 5

BASED ON BELIEFS THAT:Adjustments and accommodations can often be made to the workplace so that the employee can safely remain at workMany employees can safely perform productive and meaningful work while they are recovering from an injury or illness


BASED ON BELIEFS THAT:Some illnesses are episodic, and adjustments to the workplace / work environment can be made to have employees attached to the workplace through remain-at-work planningAttachment to work is beneficial and part of recovery for employees


WHEN ESTABLISHING:Discuss potential workplace barriers, where applicable, to ensure that they have been identified, addressed and mitigated where possibleAssess the situation with employees—different situations require different solutions (trade union representatives can assist, at the employee's request)


WHEN ESTABLISHING:Involve Human Resources in actions that may be required—identify and discuss optionsOutline work adjustments, objectives and expectations where they need to be modified


FUNDAMENTALSCommunicationPrinciples to remember

Case study

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

all about disability april 2012

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