Challenges in managing ill, injured employees

ONE of the most awkward situations for a business manager can be dealing with employees who are not meeting performance levels because they are dealing with an illness or injury.

It is a situation that business and human resources management specialists Livingstones have seen on many occasions – some handled well and others morphing into even greater challenges.

“Managers face many challenges, none possibly as challenging as managing employees who are not meeting performance expectations because of an illness or injury,” Livingstones director Cheryl-Anne Laird said. 

“People tell me that the fear of ‘discriminating’ prevents them from taking any action and resorting to a ‘wait and see’ strategy. 

“In our experience doing nothing rarely has a good outcome for either the employee or the business. 

“So why are we scared to take action? What are the major myths that paralyse us?”

Ms Laird said Livingstones had established, from the company’s vast experience in the area, a list of myths and strategies to overcome possible management inaction or ineffective action.

Myth 1 - Asking about health is taboo.

“Best practice management requires you to ask employees if there is anything impacting on their performance,” Ms Laird said. “This includes health issues, be they physical or psychological. Not all employees will be honest, but good managers will ask.”

Myth 2 – If employees say they can do the job, I have to accept that.

“This is not only untrue but it’s a risk to your business,” Ms Laird said. “If you reasonably believe that an employee has a medical condition which puts their health or that of another person at risk you can require them to undertake an independent medical assessment. The process must be reasonable and must consider the best interests of the employee.”

Myth 3 – If an employee is ill or injured, I have to find a way to accommodate them in the workplace. 

“Employers are required to consider reasonable adjustments to enable employees to remain in their employment,” Ms Laird said. “Reasonable adjustments however must be reasonable for both the employee and the business.”

Ms Laird said she had seen many examples where managers had not reacted at all to such a challenge – and the outcome was invariably poor.

“It’s difficult, but doing nothing or entering into arrangements which deliver unproductive business outcomes is ‘bad’ business practice,” Ms Laird said.

“Don’t be afraid of the myths; take action to benefit your employees and your business.”

www.livingstones.com.au

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