Reference no: EM132933685

Case Study: Out of Contact at WidgIT· Identification H· Hypothesis

You are a certified return-to-work case manager at WidgIT, a company that manufactures computer parts. WidgIT has a disability management program with a successful track record of achieving its goals of early intervention and sustained return to work. In fact, the company has been nationally recognized for its disability management program. Tyler, one of WidgIT's employees, sustained injuries to his back and leg after being pinned between two pieces of equipment. You intervened right away and have helped Tyler get immediate and sustained medical treatment and helped him navigate the necessary documents to file for compensation. He's now been off work for five weeks. Tyler has been completely out of touch for three weeks, ever since you indicated that you'd like to have contact with his physician. You have tried reaching him by phone and email, but he does not return your calls or messages. You are now worried that Tyler has become suspicious and has disengaged in the process. What do you do?

· Identification of legislative issues

· Risk Identification

· Action

· Issue resolution

· HR Impact

· Further Consideration

· Proactive

Using these 9 HR Thought Cycle as a guide above, we are able to consistently analyze the case study.

Stage

Analysis

Identification of the case issues:

· Worker injured on the job resulting in lost time

· Disability management program is in place and the case manager provided appropriate intervention/assistance to the worker

· Worker is in receipt of compensation but continues to be absent from work for five weeks

· No communication from the injured worker for three weeks since requesting communication with worker's doctor for information

· Case manager has made numerous attempts to contact the injured worker

Hypothesis:

· The injured worker is not participating in the return-to-work process

Identification of legislative issues:

· Occupational Health and Safety Act

· Employee responsibilities to participate in return to work

· Human Rights Code

Risk identification:

· The longer the employee remains absent from work, there is less likelihood of a successful return to work

· The employee may be malingering

· The employee may perceive that the employer is targeting him unfairly

· If the employee does not participate in the process, his compensation/claim may be impacted negatively

Action:

· Continue efforts to communicate with the injured worker

· Send registered communication to the injured worker outlining the nature of the request for communication with the doctor and his obligations to participate in the return-to-work process

Issue Resolution:

· Injured worker contacts the case manager and the process for return to work can continue

HR Impact:

· HR must tread carefully in order not to be perceived or accused of threatening or harassing a disabled worker

· HR is entitled only to receive confirmation of workplace accommodations required by the injured worker from the doctor (no entitlement to diagnosis)

Further considerations:

· Perceptions about the employer's role in the return-to-work process may not be clearly understood or accepted by the workers

Proactive response:

· Provide education and training sessions about return-to-work processes, which include information about the rights and obligations of all of the parties in the process

· Confirm and communicate the positive intent of return-to-work programs as a benefit to employees

Case Study 2

Question 1

You are now worried that Tyler has become suspicious and has disengaged in the process. What do you do?