Canadian Disability Management

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These executive summaries were compiled from EMPLOYEE BENEFITS INFOSOURCE database, a source for information on employee benefits and human resources.

Get Well Sooner.
Doyle, Leigh; Benefits Canada; v36 no2 pp 11, 13 Feb 2012; journal article

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Abstract : The Vancouver Coastal Health Authority faced a critical staffing shortage in 2008 with insufficient applicants, high numbers of workers on disability and soaring long-term disability premiums. A British Columbia government audit led to an overhaul in disability management. Phase 1 focused on early intervention, speeding the time until first contact before a worker started disability. Within three years, this resulted in a saving of $2.5 million from productivity, absenteeism and long-term disability costs. Phase 2 focused on getting those on disability or on the edge to get back to whatever work they could do, without requiring them to be fully healthy. Critical components in the process included securing management support, having sufficient resources to handle the outreach and working with all stakeholders, including managers, unions, union members and nonmembers.
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The Power Within.
Bauer, Gabrielle; Benefits Canada; v36 no1 pp 22-25 Jan 2012; journal article

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Abstract : Attendees at Benefits Canada's 2011 Mental Health Summit heard speakers describing many ways employers can help employees living with mental illness. A Vancouver program encourages those with depression to perform standup comedy, cognitive behavioral therapy provided through Homewood Human Solutions promotes successful return to work experiences, and the online resources of the Mood Disorders Association of Ontario help employees take control of their own recovery. A psychiatrist from St. Joseph's Hospital/McMaster University discussed depression as the frequent root of absenteeism, presenteeism, irritability and erratic performance at work. Employers must recognize their responsibility for helping employees contend with mental illness, combating shame and secrecy and making available a variety of medications and therapy approaches, return-to-work programs and workplace accommodations.
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New Build.
Smith, Rebecca; Benefits Canada; v35 no12 pp 53-54 Dec 2011; journal article

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Abstract : Canadian workers lost 9.1 days for personal reasons in 2010, up from 8.0 days in 2000, with a similar increase in disability absences and soaring costs. This is despite the proliferation of wellness initiatives, causing employers to consider other workforce management strategies stressing prevention and intervention. Dealing with wellness and disability involves a solid foundation targeting the most significant health cost drivers, followed by prevention, accommodation and mitigation, and recovery support. The final component is integrated support involving health risk assessments, employee and family assistance programs, attendance management and targeted health benefits. Stronger case management and more effective use of metrics are essential for demonstrating and sustaining success.
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Court Finds LTD Policy Clear and Unambiguous.
Landy-Shavim, Michelle; Canadian Benefits & Compensation Digest; v29 no5 pp 6, 8 Nov 2011; journal article

Availability : International Foundation of Employee Benefit Plans
Abstract : In Rooney v. NAV Canada the Court of Queen's Bench of Manitoba found the defendant company's long-term disability (LTD) policy clearly allows for reduction by the amount of any pension benefits given out by a company sponsored plan. The plaintiff contended that he was eligible for full LTD benefits if he received a lump-sum pension payout. The court said that finding in the plaintiff's favor would result in a windfall and that his benefits would be reduced if he took the lump sum.
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Link To Full Article
Integrated Disability Management.
Cranston, Susan; Canadian Benefits & Compensation Digest; v29 no5 pp 9-11 Nov 2011; journal article

Availability : International Foundation of Employee Benefit Plans
Abstract : Absenteeism costs Canadian employers at least $7.4 billion annually, according to the Conference Board of Canada, and the aging of the Canadian workforce is occurring at a time when Canadian workers average more sick days per year than U.S. or U.K. workers. A June 2011 Sanofi-Aventis survey finds that 72 percent of plan members feel employers should be highly involved in encouraging healthy workplaces. An integrated disability management (IDM) program can help. To create an IDM program, employers should first analyze their current disability programs, then integrate private payer and publicly regulated components, integrate return to work, rehabilitation and other programs valued by their employees, track disability results, create a single point of contact for disability case management and develop an effective communication plan.
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Link To Full Article
Change for the Better.
Garel, Elizabeth; Benefits Canada; v35 no7 pp 58-61 Jul-Aug 2011; journal article

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Abstract : The Face to Face Disability Management Forum brought together benefits and insurance stakeholders to discuss disability management strategies. One key area they focused on was addiction. While supervisors are not responsible for diagnosing addiction, they should be trained in recognizing it and bringing it to the attention of employees. For employees struggling to change unhealthy behaviors, behavior change counseling can be helpful. Chronic pain, another major cost driver, can best be managed with early intervention, which can often prevent an acute pain from becoming chronic.
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Rolling the Dice on Disability (Legal View).
Chsherbinin, Nikolay; Canadian HR Reporter; v24 no11 p 5 Jun 6, 2011; journal article

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Abstract : The case of Brito v. Canac Kitchens demonstrates the folly of gambling by providing only the minimum required long-term disability coverage. After 24 years of work, the plaintiff was dismissed without cause because of the employer's organizational restructuring. The employer's choice to provide the statutory minimum in pay and disability benefits backfired. The plaintiff became totally disabled but found another job with no disability benefits and sued the defendant for wrongful dismissal. The Ontario Superior Court of Justice awarded the plaintiff $289,292 in salary, short term disability entitlement, loss of long term disability (LTD) coverage up to age 65 and punitive damages. Employers should heed the warning to review plan language about LTD benefits in the context of dismissal and require employee's documented acknowledgement about the availability of a LTD policy or need to purchase one independently.
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Effective Absence Management Equals Comprehensive Risk Management.
Benefits and Pensions Monitor; v21 no4 p 28 Jun 2011; journal article

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Abstract : The effects of employee absence extend beyond expenses related to sick or disability leave, amounting to significant potential costs. Managing absence is an aspect of risk management and starts with understanding its root causes, responding to impacts and preventing recurrence. Absence may rise not only from health issues but from the work environment, personal relationships and home and family issues. Supervisors must be alert to early signs leading to absence, the point of impairment, and ideally step in with support and accommodation to circumvent the absence. Providing coaching in a preemptive way or following inevitable time off can reduce the disruption and help the employee return to work. Reviewing claims data will help with identifying risks and spotting opportunities to intervene in preventable absences.
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Specialty Drugs, Biologics Have Side Effects for Employers: Soaring Costs.
Dobson, Sarah; Canadian HR Reporter; v24 no10 pp 1, 8 May 23, 2011; journal article

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Abstract : According to experts the increased use of high-cost recurring and specialty drugs will lead to dramatic cost increases for employers in Canada. Manufacturers are targeting rare conditions and introducing more oral drugs that keep patients out of the public health system, and insurers are likely to respond by eliminating drug pooling. Employers will then either impose annual maximums, remove high-cost drugs from their formularies or eliminate drug coverage despite the likelihood that productivity will decrease and disability claims will increase. In the U.S., insurers see costs going down in other areas as drug costs increase. Since Canadian employers do not pay for hospital care, they need to look at the reductions in absenteeism and disability claims to see the return on investment from high-cost drugs.
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Rising Number of Disability Complaints Tops List of Discrimination Beefs: CHRC.
Silliker, Amanda; Canadian HR Reporter; v24 no9 p 3 May 9, 2011; journal article

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Abstract : Out of 853 complaints received by the Canadian Human Rights Commission (CHRC) in 2010, 372 related to disabilities. About 70 percent of them stemmed from physical disabilities, reflecting the prevalence of barriers that continue to exist in Canada. Doorways, washrooms and workstations were the most common trouble spots. Ontario organizations providing goods or services to the public or to other organizations must have accessible workplaces by January 1, 2012, according to the Accessibility for Ontarians with Disabilities Act, a requirement already effective for public sector workplaces, and other provinces are watching developments in Ontario.
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Insured Long Term Disability in Canada: Are There Grounds for Hope?
Benson, Steve; Benefits & Compensation International; v40 no9 pp 7-8, 10 May 2011; journal article

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Abstract : The Canadian Life and Health Insurance Association has warned about an employer's bankruptcy leading to loss of long-term disability benefits for disabled employees. Massey Combines Corp., Eaton's and Nortel Networks Corp. are cautionary examples of promised coverage that vanished without insurance. The risk in largely unregulated administrative services only arrangements often falls on the employees. There have been proposals to enhance disclosure, raise disabled employees' priority status and require employers to have reserve funds or insurance. Federal Bill C-624 died before action, necessitating a renewed legislative effort. Ideally, long-term disability benefits will only be offered on an insured basis.
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The 10 Best Practices for Employee Benefits Plans.
Stinchcombe, Jeffrey; Benefits and Pensions Monitor; v21 no2 pp 24-27, 30-31 Apr 2011; journal article

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Abstract : By following best practices in employee benefit plans, organizations can satisfy the distinct goals of employees, HR and finance. Recommendations include using the appropriate funding models for experience-rated benefits and fully insured benefits, balancing funding models with solid risk management strategies and using a third-party administrator for greater flexibility. Promoting wellness and closely managing disability programs save money over the long term, and extra bundled features add value to core plans. Employers should expect service guarantees and detailed monthly reports, benchmark their plans against others and communicate the value of benefits to employees. Includes a directory of 21 group benefits administrators and 14 group pensions administrators.
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Adjusting to the Over-65 Workforce.
Di Falco, George; Benefits and Pensions Monitor; v21 no1 p 12 Feb 2011; journal article

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Abstract : With the demise of mandatory retirement in Canada, employers are responding to a slowly growing number of workers over age 65. At Nestle Canada Inc., the total rewards package has no connection to age, and benefits are available until a personal retirement date. Under Income Tax Act regulations, workers accrue pension benefits until age 69. Among employees of the Saskatchewan Association of Health Organizations (SAHO), a small but significant number are working past age 65. SAHO has modified its benefits slightly, increasing life insurance coverage and providing dental, health and short term disability benefits without age limits, though long term disability coverage ends at age 65. Life insurance and health plan costs are expected to rise, inevitably linked with older aged employees.
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Sore Points.
MacDonald, Chris; Benefits Canada; v35 no2 p 49 Feb 2011; journal article

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Abstract : Chronic pain affects two to three out of ten Canadians, according to the Canadian Pain Society. It affects both physical and mental health. Individuals with chronic pain are three times more likely to have a mood or anxiety disorder. Though their absenteeism is no higher than for others, those in pain often have a hard time with work activities. Employers can help by being aware and informed to help those with chronic pain cope. Open communication can clarify functional abilities and ways the workplace might be modified to support the employee, such as by rearranging a workstation to allow stretching. Even after modifications, managers should stay on top of the situation for further modifications if necessary.
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Proceed With Caution.
Maniram, Avinash; Benefits Canada; v34 no9 pp 22-23, 25 Oct 2010; journal article

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Abstract : The economic outlook for Canada's western provinces of British Columbia, Saskatchewan and Manitoba is positive but expected to be less strong in 2011 than 2010. Alberta's oil and gas industry will propel its economy to 4.1 percent growth. Factors creating a mixed economic message include savings through generic drugs but wider use of expensive specialty drugs, offloading of certain benefits from provincial coverage to private plans and continuing high unemployment figures leading to union concessions on wages and benefits. These changes have employers and employees in caution mode, not pushing for rich benefits but trying to hold onto current offerings. Plan sponsors are focusing on risk management through effective use of data on health care utilization, short term disability and sick leave, rather than on making any drastic changes.
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Contreras and Canac Kitchens: The Wrongful Dismissal Saga Continues.
Deokiesingh, Alana; Canadian Benefits & Compensation Digest; v28 no4 pp 8-9 Aug 2010; journal article

Availability : International Foundation of Employee Benefit Plans
Abstract : The plaintiff in Contreras v. Canac worked as a production supervisor for the defendant for 17 years until having to take periods of time off following a car accident and knee surgery. He was reassigned and then terminated with a severance package, which he rejected. He then filed for wrongful dismissal. The Ontario Superior Court of Justice ruled for the plaintiff on several points, starting with establishing the reasonable notice period of 18 months for an employee in a supervisory position and many years of service. The defendant company failed to establish that the plaintiff fell short in seeking other employment that would mitigate the defendant's obligations. The court also ruled the plaintiff was due disability payments, overtime based on the period of modified duties and expenses for the full 18 months of notification he was entitled to.
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Workplace Wellness.
Seward, Karen; Benefits Canada; v34 no6 pp 22-23, 25, 27 Jun 2010; journal article

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Abstract : Employers needing to control expenses are under increasing pressure to demonstrate how wellness programs provide return on investment (ROI). Once appropriate ROI metrics are established, it is important to show how the programs deliver ROI in the areas of financial management, operational efficiency, employee health and engagement and risk management. Wellness programs can reduce absenteeism and diminish the costs of disabilities, workers compensation claims and overall benefits. Integrated health and productivity programs can increase the efficiency of benefits offerings. Employee assistance programs and preventive health measures improve employee health and engagement. Health and wellness programs manage risk by improving compliance with laws and collective bargaining agreements and by reducing the liabilities associated with absence and disability.
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Better Buyers.
Smith, Brooke; Benefits Canada; v34 no4 pp 13, 15, 18, 20 Apr 2010; journal article

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Abstract : Employers and insurers are digging deeper to lower costs. Employers are settling for smaller price breaks with competitive plans and increasingly focusing on health management and claims monitoring. Insurers and larger plan sponsors are relying more on technology to lower errors, cut administrative workload and share information with members. Companies are more likely to use limited drug formularies and insist on generic drug substitution, and some large companies have negotiated rebate deals with manufacturers of drugs in demand. Canada is tuning in to cost management trends in the U.S. including consumer management of benefit funds, voluntary benefits and contracts with preferred providers. Article lists the top providers for group insurance overall, life, health and administrative services only for 2009.
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The Point of Return.
Potvin, Christine; Benefits Canada; v34 no3 pp 31, 33 Mar 2010; journal article

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Abstract : An employee's return to work after a disability absence should be encouraged and welcomed, but it can also bring anxiety. Having clear policies and procedures regarding return to work is key, starting with a proactive, cohesive and global approach. Communication before, during and after an absence is critical for all involved. Managers and colleagues must be informed and supportive and case managers should liaison to health care providers. Some accommodations or alternative placement for the returning worker may be needed, within the terms of any contracts or collective agreements. A formal return-to-work program should develop and track metrics on a departmental level, tracking different types and duration of absences, average time until the return to work, recurrence and payroll cost.
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Court Finds Dispute Over Long-Term Disability Benefits Is Within Exclusive Jurisdiction of an Arbitrator.
Brown, Jody; Canadian Benefits & Compensation Digest; v28 no1 p 7 Feb 2010; journal article

Availability : International Foundation of Employee Benefit Plans
Abstract : The importance of collective agreement wording was reinforced by the decision in Campos v. Sun Life Assurance Co. of Canada. In this case, the plaintiff argued against the employer's offsetting long term disability benefits by the amounts received through the Canada Pension Plan, Old Age Security or Employer Pension Payments when she reached retirement age. The Ontario Superior Court of Justice ruled the case must be heard by an arbitrator, as described in the collective bargaining agreement (CBA). While the plaintiff argued the case was about insurance law and should not involve a labor arbitrator, the court saw the purview of labor grievance arbitrators to include anything connected to the CBA, including employment conditions and benefits.
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Mind Matters.
Scott, Liz R.; Benefits Canada; v34 no2 p 33 Feb 2010; journal article

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Abstract : Psychological claims have risen dramatically from 2000 to 2010. Experts estimate that as of 2010 psychological claims represent 40 percent of the claims cost of the average long term disability plan. Managing psychological disability claims requires a different mindset from managing physical claims. Employers dealing with possible psychological claims should distinguish workplace issues from psychological disabilities, ensure an accurate diagnosis of psychological problems and arrange appropriate treatment, develop return to work plans for psychologically disabled employees and train supervisors to identify behavioral changes that may be related to psychological conditions.
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Annotated Canada Pension Plan and Old Age Security Act.
Killeen, Gordon; James, Andrew; 608 pp 2010 10th ed., 2011; book

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Abstract : Legal interpretation and application of the Canada Pension Plan (CPP) and Old Age Security Act (OAS) along with a review of related decisions from the courts, the Pension Appeals Board and the Review Tribunal. Annotations explain regulatory provisions regarding the programs and how they are applied in practice.
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Social Security Programs Throughout the World: The Americas.
198 pp 2010; book

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Abstract : Highlights features of social security programs in the countries of the Americas based on laws and regulations in force in July 2009 or on the last date for which information was received. Information for each country on types of social security programs, types of mandatory systems for retirement income, contribution rates, and demographic and other statistics related to social security is summarized in overview tables. Country summaries show each system’s major features.
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Stretched and Stressed: Use and Possible Abuse of EAPs and DM Programs.
MacArthur, Bob; Rickard, Emma; Lewis, Jack; Canadian Benefits & Compensation Digest; v27 no4 pp 10-13 Aug 2009; journal article

Availability : International Foundation of Employee Benefit Plans
Abstract : The tight economy is causing greater stress, anxiety and negative behaviors and more demand for disability management (DM) and employee assistance programs (EAPs). While employers may want to cut back on such programs to control costs, they are more necessary than ever and must be managed and used in a way to maximize their value. Employers should watch for trends in utilization of the programs that can suggest misuse. Analysis by age, occupation, position, location and other factors can suggest the need for special kinds of assistance or preventive programs. Design features including the definition of a case, amount of direct contact by care providers and care integration between providers reflect important value differences between programs.
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Worn Out.
Smith, Brooke; Benefits Canada; v33 no7 pp 13, 15-16 Jul 2009; journal article

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Abstract : Tough economic times affect not only finances but also emotion, prompting employees to feel anxious about job security. After layoffs, remaining workers feel survivor guilt while being pressed to be more productive. Symptoms of mental illness rise through absenteeism and presenteeism, often even more costly. Employers can improve the psychosocial work environment by communicating frankly about work prospects and directly with those whose behavior change suggests stress. Education should extend to managers to recognize a worker in distress. Accommodation ranges from prevention to facilitating an employee's return to work after a mental health disability leave.
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