HR Bootcamp
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The document details an HR bootcamp focused on talent management, employee benefits, training, and compliance, highlighting key speakers like Janine Tracy and Jennifer Romero who emphasize the importance of strategic HR practices in fostering a strong workplace culture. It discusses onboarding strategies, communication about benefits, and the management of leaves of absence under various laws, such as FMLA and ADA. Additionally, it addresses the challenges of understanding employee benefits and the need for effective communication to ensure employee engagement and retention.
HR Bootcamp
- 1. HR BOOTCAMP A TED-style bootcamp that covers Talent, Employee Benefits, Training, Compliance, and Return to Work.
- 2. Thank you to our sponsors
- 3. CREATING AN AWARD WINNING CULTURE Janine Tracy – Director of People
- 4. JANINE TRACY, SHRM-SCP, SPHR, CPP, CBP DIRECTOR OF PEOPLE Janine Tracy has direct responsibility for HNI’s people strategy, being a culture change agent and a part of the advisory team providing HR services. Collectively, all of these areas allow her to move away from just owning compliance to owning culture and delivering the best people strategy possible focusing on our people and aligning it with the vision of the business. Culture management is a key component to de-risking business. As a performance-driven leader of the People team, Janine is responsible for fostering an environment of creativity, boldness, collaboration, and transparency that allows our Risk Advisors to produce their best work. EXPERTISE • Employee Benefits • Talent Management • Performance Management • Process Improvement • Culture Management • Human Resources Information Systems Management AFFILIATIONS • Best and Brightest Companies to Work For Advisory Board Member – Milwaukee • Society of Human Resource Management • Metro Milwaukee Society of Human Resources Management • Senior Certified Professional (SHRM-SCP) • Senior Professional Human Resources (SPHR) • Certified Benefits Professional (CBP) • Certified Compensation Professional (CCP) • Burlington Girls Youth Basketball – Past President University of Wisconsin Oshkosh – BBA Business Management 20+ years human resources experience
- 7. Who are you bringing in and attracting? • Job postings • Selection • Welcome packet • Onboarding/Training • Warm leads
- 9. Who are you bringing in and attracting? • Job postings • Selection • Welcome packet • Onboarding/Training • Warm leads 69% are more likely to stay with an organization for at least 3 years after a great onboarding experience – OC Tanner
- 10. Setting expectations • Out with the old, in with the new • At risk pay – what are you measuring • Training check-ins • SWARMing = collaboration
- 11. Find one that works for you - industry, geographical Use the categories – positions, tenure, locations Trend the results Share the results Great PR Celebrate
- 12. Treat them how you want to be treated • Hired best and brightest – treating them like adults • Guidelines, not an employee handbook • Dress for your day • Create your own schedule • UPTO
- 13. Questions?
- 14. BENEFIT COMMUNICATIONS THAT DON’T SUCK Jennifer Romero – Talent & Perks Manager Juliayn Scales – Marketing Manager
- 15. JENNIFER ROMERO, SHRM-CP, PHR TALENT & PERKS MANAGER Jennifer Romero has extensive human resources generalist experience working at mid-size to large companies. Jennifer is a strategic, innovative, and creative problem solver who is a passionate about helping businesses make the most of their resources and talent and helping to build award winning cultures. Jennifer has also serviced 8 years in United States Army Reserves as a heavy construction equipment operator and unit supply specialist. During her time with the Army, Jennifer served in Operation Iraqi Freedom. EXPERTISE • Employee Benefits • Talent Management • Performance Management • Process Improvement • Culture Management • Human Resources Information Systems Management AFFILIATIONS • Society of Human Resource Management (SHRM) • Metro Milwaukee Society of Human Resources Management (MMSHRM) • SRHM-CP and PHR Certified University of Wisconsin Whitewater – BBA Business Management Cardinal Stritch University – MBA 14+ years human resources experience
- 16. JULIAYN SCALES MARKETING MANAGER As Marketing Manager for HNI, Juliayn is responsible for inventing new, more powerful and creative ways to tell the stories of HNI’s clients, and how they are de-risking their business, inspiring their people, and breaking free from insurance dependency. EXPERTISE • Marketing Management • Web Development • SEO & Email Automation • Event Management • Content Management • Inbound Lead Generation • Digital Marketing • Brand Development • B2B Social Media & Content Marketing Strategy • Marketing AFFILIATIONS • Wisconsin Women’s Business Initiative Corporation – Marketing Consultant • Inbound Certified – Hubspot Academy • Design Certified – Hubspot Academy • Google Analytics Certified University of Wisconsin Milwaukee – BBA Marketing 5+ years marketing strategy
- 17. How we will roll
- 18. Wicked Problem • Only 19% of employers say their employees have a high level of understanding their benefits • Almost half do not understand materials • Participants do not perceive value in their benefits • The price of healthcare services vary by up to 1000% depending on when and where care is received • Multiple generations in the company
- 20. Break-Free
- 22. Benefit Theme
- 23. Open Enrollment • Yammer • Communication channels • Management • Meetings • All shifts • Invite spouses • 1 on 1 sessions • Mailings or Texting • Videos • ALEX • Online enrollment tool • Employee Navigator
- 24. Ongoing Communication • Fun • Easy to understand • Topics • Basics • Complicated • Bridge benefits together • New Hires • One-on-one systems training • Enrollment Email • Compliance Tsunami
- 25. Beyond Benefits • Welcome cards • LiveIt Loot • Birthday cards • Vacation cards • Selfie Sticks • Total Compensation Statements
- 26. Boost Performance Above Average Benefit Plan Below Average Benefits Plan Effective Communication Strategy 84% of employees respond favorably regarding their benefits 76% of employees respond favorably regarding their benefits Ineffective Communication Strategy 26% of employees respond favorably regarding their benefits 22% of employees respond favorably regarding their benefits
- 28. Clarity Example High ER utilization Decrease in ER utilization Knowledge, Change Education Show $ Virtual Visits
- 29. Need an easy button? What’s included? • Benefit Guide Booklet • Monthly Communication Emails • Special Occasion & New Hire Mailing Cards
- 30. Questions?
- 31. DELIVERING EFFECTIVE TRAINING Nick Wade – Learning and Development Manager
- 32. NICK WADE, PHR LEARNING AND DEVELOPMENT MANAGER Nick Wade is responsible for developing and delivering education programs and training focused on coaching HNI employees. This includes insurance continuing education, soft skills, on-the-job training, employee onboarding, as well as topics of opportunity. Nick is responsible for fostering an environment of creativity, boldness, collaboration, and transparency that allows our Risk Advisors to produce their best work. EXPERTISE • Optimism • Active Listening • Herding small children in various activities • Coaching • Training • Learning & Development AFFILIATIONS • Member of the Association of Talent Development; currently working on becoming a Certified Professional in Learning & Performance • Professional in Human Resources (PHR) Certified Liberty University – MBA with Human Resources Focus B.S. in Psychology from Juniata College 10+ years human resources experience
- 33. Agenda •Discuss the organizational value of a dedicated learning & development function. •Describe three benefits of developing learning objectives. •Discuss the importance of informal learning. •Identify the 4 steps in the training process.
- 34. DEDICATED L&D
- 35. Dedicated L&D • Give your Learning & Development function a BRAND, with a name and a face. It helps attract top talent and retain the talent you have. • Leverage your L&D for succession planning by developing the talent you have for future roles within your organization.
- 37. Benefit #1 •Organize & sequence
- 38. Benefit #2 •Determine instructional methods
- 39. Benefit #3 •Determines how effectiveness will be measured
- 40. How to write a learning objective •A-B-C-D’s •Audience •Behavior •Condition •Degree
- 42. Informal Learning •Find the subject matter experts in your organization and leverage them for informal learning. Not only is this less disruptive as learning occurs where and while the work is being performed, but it’s also not as scary and cheaper!
- 43. TRAINING PROCESS
- 44. Four Step Training Process •Explain •Demonstrate •Practice •Review
- 46. QUESTIONS?
- 47. HANDLING LEAVES OF ABSENCE Mark Brault – HNI Risk Advisor, Benefits Attorney
- 48. MARK BRAULT, JD COMPLIANCE ADVISOR / BENEFITS ATTORNEY Mark will consult with HNI clients primarily in the benefits area, but can also be of assistance with the preparation of separation agreements, non-compete agreements, employee handbooks, employment agreements, and other related employment documents. He can also advise on employee hiring and firing issues, and provide recommendations on a multitude of general corporate matters including contracts, operating agreements, purchase agreements and corporate formalities. EXPERTISE • ERISA/Benefits • Employment Law • State & Federal Employment Laws • Equal Rights Division • EEOC • State Unemployment Division • FMLA & ADA AFFILIATIONS • Member of the Audit Committee for Neighborhood Housing Services of Southeast Wisconsin, Inc. • Board of Directors for the Whitnall Youth Basketball Club, Inc. • Director and Vice President/Treasurer for the Wisconsin Youth Basketball League, Inc. • Previous Board of Directors and Member of the Executive Committee for Racine County Economic Development Corporation • Previous Board of Directors of Racine Zoological Society. Marquette University Law School 22 years of law experience
- 49. Overview – What is a leave of absence? A leave of absence (“LOA”) could mean many things. First attempt to classify whether the LOA is job protected (ADA, FMLA, WFEA), a paid leave (STD, LTD), an unpaid leave, an unprotected leave, some other company LOA policy or a combination of LOAs.
- 50. Overview – What is a leave of absence? • Each LOA has different compliance issues, durations, medical documentation requirements and health plan coverage/payment issues. • Easy to get confused or forget a step in the process but plaintiffs attorneys will gladly notify you when something was done incorrectly.
- 51. Diagnose the issue: What is it? • For a job protected LOA, always start with the Family Medical Leave Act (“FMLA”). FMLA protections are the most restrictive and FMLA has the highest employee threshold number (50). • EEOC Guidance – “An employer should determine an employee’s rights under each statute separately, and then consider whether the two statutes overlap…”
- 52. Eligibility under FMLA • Applies to employers with 50+ employees within a 75 mile radius. • Employee must have worked at least 12 months for the employer (whether consecutive or not) and completed 1,250 hours of service during the past 12 months. PRACTICE TIP! This employee count does include controlled groups of corporations within the 75 mile radius.
- 53. Eligibility under Wisconsin FMLA • 52 consecutive weeks for the employer and completed 1,000 hours of service in the previous 52 consecutive weeks. • There is no 75 mile controlled group test for Wisconsin FMLA. The test is employees at all facilities regardless of location. • Different leave requirements and timeframes exist- 10 weeks total. Two (2) weeks for serious health condition; two (2) weeks for a family member’s serious health condition; six (6) weeks for birth or adoption. PRACTICE TIP! Be sure to know the Wisconsin FMLA laws since employees do have a right to take it and state FMLA laws more favorable to the employee do apply.
- 54. FMLA Essentials • A serious health condition • Employers may not change the essential functions of a job in order to deny FMLA leave or to deny the employee from being reinstated. • FMLA protects employees from losing their job or benefits while on leave not to exceed 12 weeks for each measurement period. PRACTICE TIP! To help alleviate some FMLA abuse, use a 12 month rolling period instead of a calendar year when tracking FMLA leave.
- 55. Leave options: FMLA • Employer has the affirmative obligation to designate leave as FMLA leave. • Employer may not require an employee to take a job with a reasonable accommodation such as light duty. • FMLA is not a COBRA event unless the employee does not return after the leave has expired, in which case it could be a COBRA event.
- 56. Reinstatement: FMLA • Employer is required to reinstate employee to substantially equivalent position, with equivalent benefits, pay, terms and conditions of employment. • No right to reinstatement if employee is unable to perform the essential functions of the job. • Upon return the employer must restore any benefits terminated during leave, even if the employee lost coverage for failure to pay during the leave.
- 57. ADA & WFEA overview • The Americans with Disabilities Act (“ADA”) applies to all employers with 15 or more employees. • The Wisconsin equivalent is the Wisconsin Fair Employment Act (“WFEA”) that contains disability laws that apply to all employers with 2 or more employees.
- 58. Disabilities under ADA • ADA forbids discrimination against “qualified individuals with disabilities” and requires employers to reasonably accommodate such individuals. • ADA defines disability as – • A physical or mental impairment that substantially limits one or more major life activities. • A record of having such an impairment. • Being regarded as having such an impairment.
- 59. Disabilities under ADA • ADA amendments further modified and broadened the class of persons and major life activities to which the ADA applies. Changes include: • Mitigating measures such as medication will be disregarded when evaluating whether a person is substantially limited. • The definition of “substantially limits” has been broadened and there is a new definition of “regarded as disabled”. PRACTICE TIP! When confronted with a potential disability claim assume it is a disability given its broad definition.
- 60. Protections under ADA • No length of service requirement under the ADA. • Limitations exist on pre-employment inquiries: • Cannot ask applicants about past WC claims or work-related injuries prior to making a conditional offer of employment. • In order to disqualify a candidate who has a disability, employer must show that the individual poses a “direct threat” which includes “a significant risk of substantial harm to the health or safety of the individual or others than cannot be eliminated or reduced by reasonable accommodation.
- 61. Protections under ADA • ADA is almost perpetual, limited only by the requirement that the employee be able to perform the essential functions for the position with or without a reasonable accommodation. • BUT…a LOA as a reasonable accommodation under the ADA after expiration of FMLA is no longer required per our own 7th circuit. See Severson v. Heartland Woodcraft, Inc.
- 62. Protections NOT available under ADA • If there is no concurrent FMLA, no obligation to continue to offer health insurance coverage unless the employer has previously provided coverage for other employees under ADA leave. • If no FMLA and no termination, COBRA must be offered.
- 63. Reinstatement under ADA • ADA does NOT mandate equivalence in pay or benefits upon return unless there is an equivalent vacant position. • ADA does NOT require the employer to create a new job for the employee. • Reasonable accommodations include: job restructuring; modified work schedules; equipment modifications; and reassignment.
- 64. State disability laws • Some aspects of WFEA are more favorable to employees, particularly those who work at small employers where ADA is not available. • The biggest difference between the federal and state disability laws often is the nature/degree of permanence. PRACTICE TIP! Employers of all sizes should assume they are subject to some disability laws since the WFEA applies to basically all employers.
- 65. Worker’s Comp overview Established to provide benefits for job-related injuries.
- 66. Eligibility under Worker’s Comp • Employers with 3 or more employees are subject to these laws immediately upon employing a third person. OR • Employ 1 or more full-time or part-time employees to whom you have paid combined gross wages of $500 or more in any calendar quarter for work done at one or more locations in Wisconsin. You must have insurance by the 10th day of the first month of the next calendar quarter.
- 67. Protections under Worker’s Comp • WC insurance carrier pays all medical expenses related to the injury. • Employer can cancel health insurance, but only if the state WC laws do not require you to maintain it. Wisconsin does not require you to maintain health insurance. • No requirement to accommodate under worker’s comp although the insurance carrier will encourage it. • Cannot terminate employee for absences related to work injury.
- 68. Reinstatement under Worker’s Comp • Unreasonable refusal to rehire: Employer cannot, without reasonable cause, refuse to rehire an employee who is injured in the course of employment, where suitable employment is available within the employees’ physical and mental limitations. • If not able to return to work, employer must have medical proof that employee is physically unfit to return.
- 69. Light duty options • Under ADA and WC, if work restrictions exist, an employer may “create” light duty work. These positions may be temporary. PRACTICE TIP! An employee who is on light duty tolls FMLA. The FMLA “clock” stops.
- 70. FMLA and light duty work • Key concepts for FMLA and light duty work: • Can’t require light duty work while on FMLA. • No waiver of FMLA rights if an employee wants to work light duty. • Light duty acceptance must be voluntary and uncoerced. • FMLA “clock” stops on light duty. • Both require reinstatement to the same or an equivalent position with equivalent pay and benefits. • No FMLA right to restoration for a LOA beyond 12 weeks unless there is a continuing worker’s comp issue in play.
- 71. Worker’s Comp interaction with FMLA • Always count WC time off concurrently as FMLA time but remember you cannot force the employee to take accrued paid leave for FMLA since worker’s comp is already paid time off. PRACTICE TIP! If you don’t count this time concurrently, employees can double dip. Employees MUST have all of this policy language in writing.
- 72. Worker’s Comp & FMLA • When is an employee with a WC injury not protected under the FMLA? • Employer has less than 50 employees. • Employee did not satisfy length or hours of service under FMLA. • Employee had already exhausted 12 weeks of FMLA. • WC injury does not amount to a “serious health condition”.
- 73. Worker’s Comp & ADA • When is an employee with a WC injury not protected by the ADA? • Injury does not “substantially limit” a “major life activity”. • Injury is temporary or short-term (broken arm). • No reasonable accommodation enables the employee to perform the “essential functions” of the position. • A “direct threat” to health or safety of employee or others exists.
- 74. FMLA, ADA, & WC – Reasonable Accommodations • Requires an interactive process at all times. • No reasonable accommodation or reinstatement right under any law if the employee cannot perform the essential functions of the job. PRACTICE TIP: If an employer reserves light duty work for employees who have worker’s comp injuries, the employer cannot refuse to provide a reserved light duty job to an employee who has a non- worker’s comp injury that is also a disability. Violates ADA.
- 75. FMLA, ADA, & WC – Reasonable Accommodations • ADA violation if an employer relies on a worker’s comp disability rating or finding as a reason not to return the employee to work. • There is no duty to create a new position or bump another employee. • Employers cannot have a blanket (“no fault”) termination policy.
- 76. FMLA, ADA, & Worker’s Comp • More reasonable accommodation issues: • OLD POSITION: How long to hold an employee’s position open should be analyzed on a case-by-case basis. A LOA is considered a reasonable accommodation (especially 6 months or less or even 6-12 months) while an indefinite leave is not a reasonable accommodation. LOAs beyond 12 months become problematic. The new Severson case changes this approach unless a WC injury still exists. • LOAs are disfavored by the WC carriers since they are in the business of rehabilitating the employee vs. paying them benefits sitting at home.
- 77. FMLA, ADA, & Worker’s Comp: Medical Inquiries • WC allows employers have broad access to medical records and treating physician. Employers cannot deny FMLA leave based on this greater amount of information. • Under ADA, you can’t inquire into the nature and extent of the employee’s disability except where job-related and consistent with business necessity unless employee is requesting time off due to the disability.
- 78. FMLA, ADA, & Worker’s Comp: Medical Inquiries • ADA allows more detailed questions than what is available under FMLA. The employer may also require medical examinations (IMEs) and make physician inquiries to determine what, if any, accommodations are reasonable. • FMLA limits you to the information that can be requested on the DOL’s FMLA medical certification form.
- 79. FMLA, ADA, & Worker’s Comp: Fitness for duty exams • ADA: allowed if “job related and consistent with business necessity” and limited to what is needed to determine if employee is able to perform the job. • FMLA: can require a fitness for duty certification that addresses the employee’s ability to perform the essential functions of the job. • WC: employee simply obtains a release to return to work, with or without restrictions, and may get a permanent disability rating from the physician.
- 80. Non-protected leaves of absences: Basics • When would these occur: • Employer not big enough to have to offer FMLA • Employee not yet eligible for FMLA • Employee needs time off but not due to serious health condition and no vacation or PTO is available. • Employer has an additional LOA policy beyond FMLA time frame • Some employers use these LOAs to juggle workloads
- 81. Non-protected LOA – Legal Considerations • LOA may trigger COBRA concerns due to a reduction in hours or if additional leave is available after the expiration of any FMLA. • May need carrier approval to extend/continue to offer benefits. • If COBRA is issued, should you subsidize the employee? NO! If employee never returns and elected COBRA b/c you agreed to subsidize, you lost ability to kick employee on the exchange until next open enrollment.
- 82. LOAs & ACA look back issues • If LOA is PAID, hours of service are credited (like vacation) in the measurement period for the duration of the leave. • If LOA is UNPAID and meets no exceptions, the employee will have no hours of service for the duration of the leave. • Exceptions of leave unpaid which have different treatment is leave for FMLA, WC, Jury Duty and USERRA. Two options are available for the treatment of leave: • Exclude period of unpaid leave from measurement period computation by determining average hours without including this period; or • Input hours by crediting employee with hours of service at a rate equal to the average weekly hours of service for weeks that were not part of this LOA.
- 83. Conclusion • Examine the legal restrictions that are imposed upon you as the employer. • In situations where the restrictions appear to be in conflict or where some restrictions are greater than others, you should attempt to comply with the strictest or the most severe restrictions. • The general rule has always been that when one or both of the federal statutes (ADA and/or FMLA) conflict with the state laws (worker's comp and/or MDCR), the federal laws take precedence if the federal laws are more restrictive. • Please seek the assistance of legal counsel when uncertain how to proceed.
- 84. Questions?
- 85. THE MONEY SAVER: RETURN TO WORK Marina McKenzie – Senior Claims Advisor
- 86. MARINA MCKENZIE, JD SENIOR CLAIMS ADVISOR Marina is a legal advisor and senior claims consultant at HNI’s Wisconsin office. Marina specializes in Worker’s Compensation law and claim handling. Marina brings her experience as a workers compensation defense attorney to help clients better understand their risks, options, and exposures in the claims process. Marina works with clients to strategize best claim practices for claim resolution and reserve management. Marina partners with clients to help them understand the totality of the claim and loss, how the claim will impact their Experience Modification Rating, and what can be done to not only help minimize exposure but to ensure the best outcome. EXPERTISE • Worker’s Compensation Law • Return to Work Program Development • Independent Contractors • Training • Experience Modification Rating • Claim Reporting • Claim Mitigation, Strategy, and Management AFFILIATIONS • University of Wisconsin Law School – Juris Doctor • Northwestern University – B.S. Communication • Wisconsin Bar Association – member • Wisconsin Association of Workers • Compensation Attorneys – member • Milwaukee Insurance Adjusters Association – member • Board of Directors – Kids Chance of Wisconsin University of Wisconsin Law School 10+ years practicing law
- 87. Return to Work
- 89. What is it? – A Basic Definition A Return to Work program, means allowing workers, who are unable to perform their usual and customary job duties (due to a workers compensation injury or illness), the ability to return to work in a temporary, limited, and light duty capacity while they recover.
- 90. WHY IS IT SO IMPORTANT RETURN TO WORK
- 91. Return to Work – Why is it so Important? RETURN-TO-WORK PROGRAMS: • Reduce Claim Costs When your claim data is sent to the workers compensation rating bureau it includes a dollar amount spent on medical payments and a dollar amount spent on indemnity payments. For claims which only have payments for medical treatment that total is discounted 70% for purposes of your mod calculation.
- 92. Return to Work – Why is it so Important? Reduce Claim Costs • Injured worker is not sitting at home collecting temporary total disability benefits • If a return to work program already exists, more workers will return to their jobs earlier in the recovery period. • Studies show that for claims with an off of work component, a successful RTW program can decrease the amount of time spent off of work by 40% per claim. Additional Benefit: • Helps to reduce incidents of fraud
- 93. Return to Work – Why is it so Important? RETURN-TO-WORK PROGRAMS: Reduce Litigation Expenses
- 94. Return to Work – Why it is so Important? Improves Employee morale It is very common for an injured employee to experience fear after an injury occurs • Fear of being unable to work • Fear of being unable to provide for their family • Fear of bills piling up • Fear of lingering medical problems associated with the injury • Fear of the unknown/stigma
- 95. Return to Work – Why is it so Important? AT WORK • Back into a routine • Providing a service, sense of value and contribution • Worker/ Team Player mentality • Helps healing and shortens recovery time • Good mental health AT HOME • Out of sync with no routine • Sitting at home and collecting a benefits check • Injured worker mentality • Can extend the recovery time for many injuries • Can lead to depression Improves Employee morale
- 96. Return to Work – Why is it so Important? Studies show that when an employee returns to work light duty during a healing period, that employee is more likely to have a better outcome and a higher likelihood of getting back to 100% pre-injury way of life.
- 97. Why it is so Important? 0% 25% 50% 75% 100% 6 months 12 months 24 Months Time Away From Work ChanceofReturningtoAnyWork *Source: New York State Workers’ Compensation Board
- 98. WHAT MAKES IT SUCCESSFUL RETURN TO WORK
- 99. What Makes A Successful RTW Program (1) In writing (2) Buy in (3) Consistency (4) Shouted from the Rooftops (5) Constant Communication
- 100. Successful RTW Program – In Writing 1. Clear and Easy to understand. 2. Provided to all employees. 3. Reviewed yearly. 4. Includes language indicating that it is temporary work and at the discretion of the employer.
- 101. Successful RTW Program – Buy in
- 102. Successful RTW Program - Consistent Enforced every single time* *99% of the time…
- 103. Shout It From the Rooftops Everyone should know it exists - Managers/Supervisors - Employees current and new employees when hired - Insurance Company (Claims Adjuster & NCM) What you are trying to avoid: off of work doctor note because the doctor mistakenly thinks you can’t accommodate light duty restrictions.
- 104. Constant Communication with Employee • Call the injured worker • Ask the worker how they are feeling and let them know they are missed • Contact needs to be genuine • Communication is key to getting the employee back to work Workers who know they are thought about, missed, and still part of the workplace team are generally more eager to return to work and return to work much faster than their counterparts.
- 105. Constant Communication Frequent Communication with: • The Claims Adjuster • Nurse Case Manager • Supervisor/Manager • Employee’s Coworkers
- 106. PITFALLS TO AVOID RETURN TO WORK
- 107. Pitfalls to Avoid
- 108. It is Not a Punishment Be a Cheerleader - Present the opportunity in a positive light • An employee is able to return to work continue to receive their salary or hourly wage • Gets the employee back into a routine • Employee is back working with his/her colleagues If you present this as a positive, the employees will be more likely to see this as a benefit and want to participate.
- 109. Boring is Good! Light duty does not need to be fun, it just needs to fall within the employees restrictions. Work is the best medicine! Have you tried: • Counting nuts and bolts for hours on end? • Watching training videos? • Sweeping floors, filing paperwork, sorting items? • Sorting donations at a NFP?
- 110. Unlimited Doesn’t Mean Unmanaged Light duty work doesn’t go on indefinitely! Track progress and ask: - Have restrictions progressed? - What is the current treatment? - Know when to exercise options.
- 111. You Have No Work The insurance company has vendors for this exact situation!
- 112. Wording of the RTW Agreement Not including the following language: • Subject to change at employer’s discretion • Temporary • Not guaranteed in duration; • Can vary from time to time; • At the discretion of the employer.
- 113. Not Understanding Financial Implications If you offer the employee light duty work within his/her restrictions he/she can refuse the work…but there are financial consequences. • No salary continuation from the employer • No TTD benefits from the insurance company
- 115. Don’t Let Emotions Cloud Your Judgement
- 116. Questions?