Return to Work: Three-Part Series

Part Three: Accommodation and the Stigma of Returning to Work

There is no one-size-fits-all solution when dealing with Return to Work because we all heal at our own pace and we all work differently. The following are some, though not all, of the common practices applied to Return to Work plans.

Flexible work schedules

Flexible schedules can include graduated hours: the worker may complete four hours at the pre-injury job plus four hours at the modified job; or rotate pre-injury tasks with modified tasks until they can complete a full shift of their pre-injury job. Flexible work might also be simply working fewer hours while receiving the monetary difference through WSIB Partial Loss of Earning (LOE) benefits. In this case, the worker may escalate their hours gradually until they’re back at their full shift.

Modified job duties

Workers may be restricted on how much they can lift (i.e. less than five kilograms), or whether or not they can lift overhead. They may require tools or equipment to complete work tasks. In addition, they may need line speeds or quotas adjusted as well.

Modified work stations

Depending on the work, a modified workstation may mean ergonomic changes such as making a sit-stand desk available, improving chairs or other seating for micro-breaks, or installing lifts or hoists, and more.

Assistive devices and alternate communication forums

Employers may need to provide headsets, speech recognition and/or Accessibility for Ontarians with Disability Act (AODA) compliant software. The AODA requires employers and service providers to meet certain accessibility standards. Other adjustments may include the use of email, texts, and translators.

Training for new work

Training may include skills upgrades, such as forklift training, typing, or quality assurance.

Renovating or changing the physical building

An employer may need to install ramps, hand rails, automatic door openers, wider doorways, or other items to accommodate an injured worker and improve accessibility.

Modified policies and procedures

Some policies, such as seniority and bumping rights, or job posting requirements, may interfere with accommodation of an injured worker. In these cases, policies may be modified to allow for the accommodation.

Alternate work tasks

Accommodation may require sedentary work instead of active line duty, or the worker may perform filing, shredding, or other office duties, working in a cafeteria, box room, or other department in the workplace.

Offloading work to others

This strategy can potentially cause harm to another worker or create poor employee morale, but it is sometimes necessary. If, for example, line workers usually rotate tasks every two hours, but one of the more demanding tasks is not within the accommodated workers' functional abilities, the injured worker must skip that task. This requires the remaining co-workers to rotate through that task more often on a daily basis.

Bundling tasks to create a new job

This restructuring takes tasks that fall within a workers' functional abilities and creates a new job. For example: instead of performing pre-injury tasks of a grocery clerk or cashier, an injured retail grocery worker will get bundled tasks such as customer service, flyer distribution, answering phones, code check, and shelf facing.

Another strategy employers sometimes put forth is referred to as 'seek assistance.' The Union does not support this strategy because it puts the already vulnerable injured worker in a situation where they have to ask for help every time they need assistance.

Asking for help from co-workers is not a viable plan: it means the employer has not truly considered the workers' limitations nor the needs of their co-workers. This can lead to conflict, bullying, and harassment. In some cases, people abandon an injured worker without helping them as passive punishment for what they perceive as laziness or incompetence rather than a bona fide limitation.

Requiring injured workers to ask for help is one way that negative stigma begins. An appropriate Return to Work plan should fit the worker’s functional abilities in a safe, suitable, and productive manner. As such, plans must conform to safety and health regulations that protect all workers.

Fighting stigma is vital to ensuring the mental health of all working people faced with accommodation.

Through empathy and understanding, we can support injured workers in their return to the workplace. Eliminating negative comments and gossip about co-workers is better for everyone's mental health. A Return to Work plan can accomplish this through education, training, communication, and shared experience.

As always, if you have questions or concerns about a workplace injury/illness, or an accommodation issue, please contact your Union Rep or the Workers Comp Department at the Local Union.

workerscomp@ufcw175.com 1-800-267-1977

Stigma surrounding injury and accommodation is a real challenge for injured workers returning to work.

When an injury is obvious, people easily accept that person may have limitations.

But with invisible injuries — pain, musculoskeletal injuries, mental health concerns, or learning disabilities — it is easier for people to see these workers as simply lazy, incompetent, or that they’re faking it.

Employers, workers, and Unions should consider de-stigmatization and education in Return to Work plans. All barriers that may prevent injured workers from returning safe and well to work should be eliminated.