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MEDICAL PROBLEMS
A
CHECKLIST
For
HUMAN
RESOURCES PROFESSIONALS
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Frequently, managers ask for help from the human resources staff because they believe that an employee has a medical problem that is impacting on the job. Unlike a situation where an employee requests accommodation for a specific, known condition, in this scenario the manager is often guessing at the existence of a medical condition. The manager often wants to request medical information or offer a medical examination in hopes that the resolution to the situation lies in solving an accommodation issue. This can be an emotional issue for managers and the key to handling their requests for help is to listen carefully to what they are describing in terms of actual impact on the job. Use the checklist below to develop a process for responding to managers in this situation. _ Focus on accountable behavior/performance—not the illness/disabling condition. _ Remind the managers that it is not their job to diagnose. _ Distinguish between "real" duties and "position description" duties. What is the real impact on the job as it is performed daily? _ Consider environmental factors (the physical layout of the workplace) to determine if there are any structural barriers that may be causing the deficiencies. _ Get copies of communicated performance standards, job description, standard operating procedures, and any other documents outlining appropriate performance. _ Get copies of any agency policies or statements that directly relate to the observed conduct deficiencies. _ Gather any records, witness statements, log books, activity reports, etc. _ Take the emotion out of the situation by explaining what practical options exist for the manager. _ Explain to the manager the importance of confronting what’s wrong on the job without assuming that a medical condition is causing the deficiencies. _ Be realistic in cases where the manager is not able to articulate any specific impact on the job. _ Consider progressive discipline for misconduct as it relates to Agency’s Table of Penalties. _ Encourage the manager to confront the employee about performance deficiencies. _ Leave the option open for the employee to provide medical information in response to being confronted with performance or conduct deficiencies. _ Make sure the manager is familiar with the agency’s Employee Assistance Program (EAP) services in case the employee raises a concern and is seeking assistance. _ Consider relevant provisions of Collective Bargaining Agreements. _ If disciplinary action will be proposed,
discuss each Douglas Factor with the manager to determine impact on proposed
action.
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