Intervention & Accommodation

Video

Gord talks about resolving workplace issues

view video

Working with the Employee to Create a Workplace Plan

One strategy to help create a sustainable and successful workplace plan involves a conversation with the employee where three questions are asked:

• How can I help you be successful at work?   
• What will you do to ensure this workplace plan is successful for you?  
• How will we deal with future issues in a way that is healthy for you?

You can also view a simulation of this approach in Managing Return to Work.

How can I help you be successful at work?

This question is intended to get at all of the issues that will affect the individual's ability to be productive in his or her job.

Items can include specific accommodations to address workplace stressor or challenges and other details such as:

• Start time
• Break times
• Retraining needs
• Reorientation and reintegration into the workplace if necessary
• Gradual return times and dates if this plan is part of a return to work
• Looking for the tasks that the employee is willing to take on first or has the most confidence in
• Changes or modifications to tasks
• Changes or modifications to communication including instructions, directions and feedback
• Attendance at meetings, offsite events or social events

What will you do to ensure this workplace plan is successful for you?

The purpose of this question is to support the employee to take both control and responsibility for his or her own well-being at work. The process is to encourage the employee to come up with his or her ideas. Some employees have answered this question in the following ways:

• I commit to taking my lunch rather than staying at my desk because I know it allows me to be more productive in the afternoon.
   
• I will not cry at my desk. I will briefly leave and compose myself and come back.
   
• I will write down instructions rather than ask for them several times.
   
• I will not speak in anger. I will wait until I am calm before responding.

How will we deal with future issues in a way that is healthy for you?

This question is intended to identify how others can best interact with the employee in the following situations:

• When they believe the employee may be unwell.
  Many supervisors or others are uncomfortable approaching an employee when they feel the employee is experiencing a mental health issue again. In fact, the employee may just be having a bad day. When you use an approach that the employee has provided in advance, it can increase the comfort level for both parties. An example is an employee who suggested the supervisor say, "You do not seem yourself today.  Are you okay?" The actual words are less important than the shared understanding that you are using them as directed by the employee to show your concern.
   
• When the return-to-work plan is not being implemented in the way it was agreed.
  There is usually a honeymoon period following the return to work where everyone is trying their best for success. There will probably come a time when a challenge arises and having an agreed-upon process in writing on how to address this with the employee will make it much easier to deal with when it happens. An example is an employee who asked for bi-weekly, 10-minute check-ins with the supervisor to review the accommodation plan. Each item could be reviewed for effectiveness and either party could request a longer discussion if an item (work task or behaviour) was not being implemented as agreed.
   
• When there are performance management issues.
  After the employee has returned to full-time work, the supervisor will be required to provide critical or corrective feedback, as necessary. Knowing that an employee may become emotional can make this difficult for a supervisor. Discussing how to give critical or corrective feedback with the employee before this occurs sets up a dynamic for a much more positive outcome. An example is an employee who asked that all critical feedback be done in a private setting and be accompanied by positive reinforcement.