Strategy Session Case Study: Leveraging a Return-to-Work Plan into Lasting Organizational Change
Organizations of any size can manage disruptive events (like return-to-work for an ill or injured team member) with an aligned strategy that promotes movement towards long-term goals throughout the process of change.
Abstract
Return to work planning and implementation after a health-related leave of absence can pose different challenges to all the involved stakeholders (like the employee and their team, team supervisors, management, and leadership). While no two cases are the same, this case study breaks down why certain choices are made in light of the context, and how this can benefit the organization in the long run. This process considers the background information, context, necessary medical documentation, analysis of job demands versus limitations, developing a team mission, identifying potential barriers to success, and responding to relevant new data as it becomes available. The strategy outlined in this article proposes conflict management, fortifying supportive policy, training peer champions, and integrating a consistent message throughout all levels of the organization (policy, leadership, supervisors, etc.) to ensure the changes translate as a priority for the whole team.
Introduction
Changes in the workplace, such as policy/culture shift or a need for accommodation, can lead to disruptive conflict. A successful change strategy should therefore consider minimizing disruptive conflict to be one of the objectives; this can mean embracing constructive conflict, and skillfully influencing disruptive conflict toward resolution in order to facilitate a favourable outcome. This article integrates conflict management with a strategy session case study regarding Bryan’s return-to-work (RTW) plan.
Background
Bryan is a long-time employee in good standing who has recently faced health challenges that have precluded his ability to carry out his job responsibilities, resulting in a leave of absence. While the company would like to assist Bryan to RTW, things have changed since he went on health leave. Despite the many changes to the work environment and job demands, Bryan retains his commitment to being an engaged and productive employee. While there are some challenges presented in this case, creating a strategic plan based on analysis of the pertinent factors will provide an adequate starting point to facilitate a successful RTW for Bryan.
Context
This is a relatively small operation, with two locations – one where Bryan is to return and the other where his former manager now works. It is not a unionized environment; however, the owners are committed to promoting a culture which values its employees and overall is focused on sustainability and growth, hence the recent changes to improve the business model. This company is serious about retaining employees who are committed to building their capacity and growing with the business over time. It is safe to say, this organization is looking to use the RTW process with Bryan to demonstrate that they value their employees; additionally, they would like to leverage this as a reason to integrate diversity and the duty to accommodate (DTA) more deeply into the company structure and culture.
Main Components for Bryan’s Return-to-Work
While the RTW process can be complex, it can also be seen as a series of smaller steps which allow the process to be tailored to the individual and context it is serving. In this case, there are several factors to consider, and it is crucial to view the larger picture of how all these pieces fit together. While all the pieces of the process matter, arguably the most important is the continual improvement factor. The best strategy will not be ineffective if it is not open to receiving the resultant feedback once the plan is in action. A crucial aspect of this process therefore will be the continued gathering of information once Bryan is back in the workplace, and taking an approach which is open to revising the strategy when feedback and data points in that direction. A very concise diagram outlining the RTW process is found in the Employer’s Toolkit: Making Ontario Workplaces Accessible to People with Disabilities and the components outlined below generally follow that same flow, elaborating on this process (TCBOC, 2015, p. 82).
Safe to Work Documentation
Before plans can be made, it is necessary to be sure Bryan has medical clearance to work. This typically comes in the form of the primary care provider submitting written documentation stating terms of return to work. In Bryan’s case, it was not clear if his limitations had been described by self or are direct from his medical practitioner – this information is crucial to determine. Bryan’s doctor may even refer to a specialist such as a physiotherapist or occupational therapist for more specifics on rehabilitation expectations such as current time limitations on standing and when to reassess. Upon further investigation, it became apparent that Bryan has been given medical clearance to return with limitations:
not able to stand for long periods of time
not able to walk long distances without some discomfort
The care provider also indicated these limitations will be reassessed after 6 months – this provides a working timeline for the RTW strategy and indicates Bryan will be expected to work with these limitations for a significant period of time.
Job Demands Analysis
Accurately assessing required job duties that Bryan will and will not be able to fulfill given his limitations is a foundational element in creating a successful RTW strategy. This process allows the team to clearly see where Bryan will be able to perform the duties of his position, and where accommodations or modifications will be required. This information will help determine what Bryan’s job will look like when he first returns and may be revisited as his rehabilitation progresses.
At this time, it is not clear what the majority of Bryan’s job entails (especially because his job demands have shifted during the leave of absense), or if his new work station via staircase would be reasonably accessible to him. We also do not know if the distance between his new working station, the bathroom, and break room would be reasonable for Bryan to walk a few times per shift. If Bryan’s newly defined position mostly involved sitting in the work cell, the main barriers to mobility requirements may be presented by the staircase and the distance walked between the new work station, washroom, and break room facilities. The Job Accommodation Network (JAN) is an excellent and accessible resource which outlines options for reasonable modifications, organized by specific limitations the employee is facing. Some relevant accommodation ideas for the limitations in Bryan’s case as found on the JAN website:
stair assists
scooter, golf cart or other equipment which could provide dual use as a temporary transport aide for distances too long for Bryan to walk
modification to workstation or larger workplace, break area, etc. (JAN, n.d.).
Stakeholder Collaboration
Bringing the stakeholders together as a team with a unified goal will be a significant aspect of a successfully integrated RTW. Executing this plan will require relatively significant effort on the part of multiple players , most importantly Bryan, his direct manager, and supervisors. Another crucial aspect of an effective strategy should integrate some support from peers and coworkers. Given that the company would like to utilize this as an opportunity for positive change, this would be an excellent time to include the relevant stakeholders to develop supportive policy and supplemental training for employees; this idea is covered in greater detail under the ‘Conflict Management Strategy’ section. Communication and clarity over the roles and responsibilities of each stakeholder is an aspect of supporting this process. When the relevant stakeholders feel clear on the part they are playing in the process, it is easier to contribute what they have to offer in collaboration. When everyone is committed to their role, it promotes success. Even with an excellent strategy, effective execution and conflict management will only be attainable within a context where the players understand and enact their role.
Continual Improvement
As noted in the opening of this section, continued improvement is the key to lasting success of this RTW. It is crucial to be open to receiving feedback as the process plays out. This may mean the plan needs to be modified when it is first implemented, or it could mean that the plan doesn’t change until something else does (such as Bryan’s reassessment in 6 months, or a new barrier arises due to an external change). What is important is that when it becomes clear the plan is not achieving the agreed upon objectives, the strategy must adapt to the real-time needs being presented. This approach allows the strategy to move with the relevant circumstances and promotes success in the long-term.
Potential Issues which May Lead to Disruptive Conflict
Minimal Rapport
Given that Bryan has no rapport with his new manager, and that many of his coworkers were newly hired, one potential issue stems from the lack of established dynamic between Bryan and his workplace support system. Creating a workplace that is supportive of the RTW process as well as DTA and general health will be imperative in promoting a sustainable return; in Bryan’s case, and in looking to future employees in need of support. Encouraging a tone of rapport and support amidst the levels of the company in Bryan’s case will create a precedent moving forward; for instance, this may encourage one of Bryan’s peers to seek the support of reasonable job accommodation in order to maximize their health and performance, which would be a win for the employee, the team, and the company overall.
Lack of Understanding
The next potential conflict for this situation arises from a lack of understanding on the part of the company employees, from Bryan’s peers, to supervisors, management, and even leadership. How supportive is the company culture of diversity and DTA? Given that this appears to be a new concern on the radar of the company as a whole, there is bound to be some reaction to the changing circumstances. Especially given that the company has recently completed a refresh, including a significant staff turnover, this is an excellent time to set the tone moving forward. The recommendation to address this issue is to do with policy, education, peer champions, and consistency, all of which are highlighted under ‘Conflict Management Strategy’ section below.
Conflict Management Strategy
Conflict Resolution Toolbox ‘Moving Beyond’ Model
Given the situation and potential conflict (lack of understanding) the conflict resolution model of Moving Beyond has been selected as a helpful approach to understanding the proposed resolutions. This model is characterized by three stages:
1. denial – the tone of this phase is essentially ‘not my problem’
2. anger – this stage happens when a party realizes this problem will be impacting them
3. acceptance – while the problem is not yet resolved, this stage marks the beginning of imagining life beyond the conflict, i.e., moving from problem to solution mindset (Furlong, 2005).
The goal is to guide the company successfully through these stages in order to move the situation to resolution. At first, Bryan’s peers, supervisors, managers, or even leadership, may be thinking this is not my responsibility, or they may lack understanding of their role in the process. When they realize that yes, they actually do play a part in shifting workplace culture, and even at times perhaps needing to make changes that require effort or uneasiness on their part, it is possible they will progress to the anger (or other emotions) stage. This is a crucial time to provide the necessary guidance and support to be sure they do not regress back to the denial phase, but rather progress toward the acceptance phase (Furlong, 2005). To follow are some potential strategies to incorporate which aim to minimize disruptive conflict and promote resolution of the situation.
Supportive Policy and Culture
Creating policy and implementing relevant training to shift the culture in favour of health and diversity will be an excellent strategy to mitigate disruptive conflict. Including the relevant stakeholders will be the best way to determine what will fit most appropriately for this company; the plan could be anywhere on the spectrum from simple to more complex. Given the situation, one approach would be simply sending out or posting a memo, paired with managers giving a brief overview of the policy supporting DTA and a workplace culture which promotes health and diversity amongst itself. Following up with tips on how to contribute to a healthy, diverse workplace, quick on-the-job workshops, or focusing in on the topic during joint occupational health and safety committee meetings could all be simple ideas to develop the structure and culture which supports Bryan and future employees with need for accommodation.
Peer Champions
A popular approach for implementing new strategies such as this can be to give additional training to ‘peer champions’ who become a peer with the necessary knowledge to support employees as they learn new practices. Potentially, part of Bryan’s RTW training could set him up as a peer champion for diversity in the workplace. This may give Bryan an additional motivation to learn this information that will not only serve him, but provide him with the leverage he needs to be a resource for co-workers who may require that support or benefit from the company culture changes. This sort of structure to change can make the delivery of new information less intimidating as it is being shared amongst peers; the pressure is removed for a worker to ask the supervisor or manager for support which may create a barrier to the flow of information.
Consistent Support Throughout Company
Creating an integrated approach which looks to multiple levels throughout the company, for example leadership, policy, management, supervisors, and peers, creates a consistent message that the company cares about the endeavour. If the message to employees is clear and consistent, that the company cares about safety and inclusivity for all workers, they will likely feel as though they are valued by the company. While it takes time to shift workplace culture, consistency and clarity in the message conveyed to workers over time is a worthwhile investment in the short and long-term.
Summary
Bryan has been a quality, long-term employee who is of significant value to the company. In recognizing Bryan’s health limitations, and the DTA, the company hopes to set a new standard for health and diversity moving forward. In tailoring each step of the RTW process to Bryan’s individual needs, the team is able to develop a strategy suited to the circumstances in this case. Although the strategy is carefully crafted to the current, pertinent data, it is acknowledged that the best plan is one which emphasizes continual improvement. Stakeholders which are key to the implementation and continued execution of the strategy are valued collaborators in plan creation, and augmentation when needed. Establishing clear communication and ownership of tasks within the RTW team radiates into the company, providing reinforcement for the concurrent roll-out of policy and training. The investment in promoting a healthy and diverse workplace policy and culture not only encourages Bryan in his RTW process, but also paves the way for future employees who will benefit from this level of support.
Conclusion
By taking the time to create a custom strategy which applies to the needs of the organization, the investment made in the present will reflect long-term objectives of the company. Creating a favourable environment for Bryan’s RTW also facilitates future endeavours of health and diversity for the organization. Providing the necessary structure and training throughout levels of the company is the reinforcement needed to create lasting change and promote the desired objectives. Taking the lessons learned in the process of Bryan’s RTW and reflecting on how it applies to the bigger picture will be leverage for growth in the company’s desired direction.
References
Furlong, G.T. (2005). The conflict resolution toolbox: Models and maps for analyzing, diagnosing, and resolving conflict. Chapter 11 (pp. 219-248). John Wiley & Sons Canada, Ltd.
Job Accommodation Network (JAN). (n.d.). Accommodations: Walking. https://askjan.org/limitations/Walking.cfm?csSearch=3808740_1
The Conference Board of Canada (TCBOC). (2015). Employers’ Toolkit: Making Ontario Workplaces Accessible to People with Disabilities, 2nd Edition.
