MANAGE THE MANAGERS
“One of best things employers can do is offer training to their people
leaders,” said Kelly. He encourages HR leaders to help managers and
supervisors understand their business and legal obligations, as well
as their role in this area. “They all have a stake in this and, as leaders,
need to be champions and facilitators of these programs because
they have the direct connectivity with the employee. That’s where a
lot of organizations struggle. They need to focus more on training,
communication and the ongoing accountability. Managers need to
know they have a role in the return-to-work process.”
They also need to believe in a worker’s ability to improve and
contribute. Assuming the employee is keen to get healthier and
thrive in the work environment, he won’t get far without a manager
who’s on the same page.
“Unless there’s appetite from both ends to accept the accommodation
and focus on what an employee can do, it wont’ work,”
said Skitt.
AVOIDING COWORKER CONFLICT
When workers have a lack of understanding around mental health
issues, and a lack of faith in their organization’s ability to deal with
them, it’s a problem waiting to happen. This is a possibility even
in the best of circumstances. At CIBC, for example, the organization
supported reintegration programs that helped to decrease the
stigma for workers returning from a mental illness-related leave.
Despite this, said Skitt, “There was a general sense of ‘we can’t count
on you’ towards the returning employee from the rest of the team.”
This is where a well-trained manager can have a positive impact
on a returning employee and her coworkers. Focusing on the
employee’s abilities rather than her limitations, and employing a
graduated work plan where everyone can see progress being made,
may help keep coworker resentment at bay. This not only helps
with team dynamics, it can benefit the returning worker, as well.
“When coworkers are resentful, it can have an incredibly negative
impact on the employee who is being accommodated,” said
Baynton. “But when accommodation helps someone be more
productive, other employees rally around that person to support
them, and feel that the organization really would support them if
the tables were turned.”
Organization-wide education about mental health, accommodation
and return-to-work programs and policies can go a long
way towards helping the process run smoothly, as well. Employees
can develop a comfort level with this potentially difficult issue and
feel that there’s structure in place to help support both the returning
employee and the affected team.
FOLLOW-UP AND ONGOING PLANNING
Once the groundwork has been laid and a return-to-work program
is underway, it’s important to keep checking in with the employee.
“The frequency depends on the complexity of the situation,”
said Baynton. “Usually we’d follow up at least once a week, but we
would suggest that it’s just for 15 minutes.” A brief meeting gives
time to quickly go over the plan the employee has created, discuss
how things are going, find out if goals are being met and talk about
any problems.
cover feature
40 years of providing top
corporations with customized
financial education through
seminars, individual financial
planning and online solutions.
Karen Hall, Vice President
Financial Education & Employer Services
Calgary
40 years of providing top
corporations with customized
financial education through
seminars, individual financial
planning and online solutions.
40 years of providing top
corporations with customized
financial education through
seminars, individual financial
planning and online solutions.
Va n c o u ve r • C a l g a r y • To ro n to • M o n t Karen To learn more about how T.E. Wealth is helping please visit www. tewealth.com/employers/
Hall, Vice President
Financial Education & Employer Services
Calgary
To learn more about how T.E. Wealth is helping employers,
please visit www. tewealth.com/employers/
Va n c o u ve r • C a l g a r y • To ro n to • M o n t re a l • S t . J o h n’s
Karen Hall, Vice President
Financial Education & Employer Services
Calgary
20 ❚ MAY/JUNE 2015 ❚ HR PROFESSIONAL