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DON’T MEDICALIZE THE PERSONALITY Work With It

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AGENDA

• Medicalizing Work Performance

• Generational Differences

• The Conflicts That Arise

• Personality Types

• Management Styles

• Summary

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MEDICALIZING WORK PERFORMANCE

• WE LABEL OUR EMPLOYEES

– Burnt-out

– Stressed

– Performance issues

– Medical accommodations

– Overwhelmed

– Overworked

– Pregnant

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MEDICALIZING WORK PERFORMANCE

• OUR DOCTORS RESPOND ACCORDINGLY

– Employee is Burnt-out and will need time off to rest

– Employee is stressed and can only return under different management

– Employee is unable to work in the Human Resource area (Performance issues)

– Employee cannot work nights due to diabetes (Accommodations)

– Employee must be off work for two weeks (Overwhelmed)

– Employee must be off work and return when he has an assistant hired (Overworked)

– Employee can return to work after Expected Date of Delivery (Pregnancy)

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THERE REMAINS A DUTY TO ACCOMMODATE

• THE LAWS ARE GETTING TOUGHER

– All parties have an obligation in the duty to accommodate including the employer, employee and union

– You need to provide reasonable, not preferred accommodation

– There is a duty to accommodate all protected grounds (including pregnancy)

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A REMINDER OF THE LAWS

HUMAN RIGHTS ACT

CANADA LABOUR CODE (FEDERAL)

OCCUPATIONAL HEALTH & SAFETY ACT (PROVINCIAL)

RETURN TO WORK LEGISLATION (DUTY TO ACCOMMODATE)

WORKPLACE SAFETY AND INSURANCE BOARD

COLLECTIVE AGREEMENTS

EMPLOYMENT STANDARDS

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HOW CAN WE DO IT DIFFERENTLY?

• WE NEED TO UNDERSTAND OUR EMPLOYEES

– What motivates them to be at work?

– What are their future goals and plans?

– Where have they come from?

– How can you motivate them to be the best they can be?

– Understand age, stage and job requirements

– Consider this…

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DIFFERENT AGES

TRADITIONALISTS: BORN PRE-1946

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DIFFERENT AGES

BABY BOOMERS: BORN 1946 TO 1964

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DIFFERENT AGES

GENERATION X: BORN 1965 TO 1976

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DIFFERENT AGES

GEN Y: BORN 1977 TO 1995

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GENERATIONAL DIFFERENCES

• CAUSE FURTHER CHALLENGES IN THE WORKPLACE

– Older generations

• Live to work

• Like tradition

• Resistant to change

– Younger generations

• Work to live

• No longer bought into 9 to 5

• Prefer mobile workplaces

• Entitled as they need greater education to work (university)

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IDENTIFIED AREAS OF CONFLICT DUE TO AGE

• A NUMBER OF DIFFERENCES CAN BE IDENTIFIED

– Cell phone/texting usage/personal calls

– Email usage/signage

– Email/Texting ethic

– Work ethic

– Home/life balance

– Sick time usage

– Lucky to have a job / Lucky the job has you

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WORKPLACE CONFLICT

• DIFFERENCES CAN ARISE FROM

– Work-style differences

– Background differences

– Attitude differences

– Competitive vs Cooperative styles

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RESULTING OUTCOME

• THE CONFLICTS OR DIFFERENCES CAN CAUSE

– Stress

– Anxiety

– Physical reactions

– Lower productivity

– Decreased team morale

Requiring action to continue production and prevent medical leave.

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MANAGEMENT STYLES MUST DIFFER

• THERE IS A NEED TO MANAGE PEOPLE OF VARYING AGES

DIFFERENTLY

– Recognize differences in;

• Work styles

• Communication styles

• Work environments

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COMMUNICATION STYLES

• SOCIAL MEDIA

– Engrained in our daily lives

– Companies and employees have an online footprint

– Blurs lines between personal and professional life

– No longer personal phone calls - we text, tweet, blog, Facebook, and FaceTime

– Is being embraced by all generations

– Must be managed!

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MANAGEMENT STYLES MUST DIFFER

• LEARNING STYLES DIFFER

– Adults learn differently through;

• Visual

• Auditory

• Kinesthetic

You must manage someone according to their style not yours…

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MANAGEMENT STYLES MUST DIFFER

• LEARN ABOUT YOUR EMPLOYEES

– Motivation to perform the work

– Experience in doing the work

– Engagement in the work

– Ability to apply the work

– Ambition

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MEDICALIZED PERSONALITY TYPES

TYPE A

– This personality type is highly driven, competitive, organized and manage their time well

– From an occupational perspective they are “workaholics”, they push themselves and have high expectations of others

– They are more prone to stress related diseases and cardiac disease

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TYPE A ASSISTANCE

• Allow challenges and provide stimulating work

• To decrease the workaholic issue provide the need for mentorship and succession training

• Areas to provide leisure as well as work would be ideal

• Provide a course on dealing with different personalities and generations

• Ensure they have benefits

• When a Type A is ill they require supportive RTW

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TYPE B

– This personality type is less competitive and enjoys achievement

– From an occupational perspective they are steady workers, focusing on the achievement and less stressed

– Less prone to chronic illnesses

MEDICALIZED PERSONALITY TYPES

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TYPE B ASSISTANCE

• Provide feedback on their work and achievements

• Keep them stimulated with work that is necessary and you can trust them to get it completed

• Great for committees

• When a Type B is ill it is usually acute, if long term you may need to handle them differently at work

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MEDICALIZED PERSONALITY TYPES

TYPE C – This personality type is rather introverted

– From an occupational perspective they are respectful, eager to please and compliant

– They are prone to respond to stress with depression, and hopelessness and are more prone to cancers

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TYPE C ASSISTANCE

• Excellent for administrative work

• Thrive on doing as they are told but not having to make major decisions

• Keep stress at a minimum as they will react physically

• When Type C is ill it can be long term and serious

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MEDICALIZED PERSONALITY TYPES

TYPE D – This personality type has increased levels of anxiety, irritation

and depressed mood

– From an occupational perspective they are similar to the Type A personality

– They have three times higher future risk of cardiovascular problems

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TYPE D ASSISTANCE

• Type A with an edge

• Can be considered difficult to work with but high achievers

• They need to be highly stimulated by their job and require feedback on their performance

• Their drive and need to succeed will not allow for setback without reacting physically (i.e. cardiac event)

• When a Type D is ill it also may be long term

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MANAGEMENT PREPAREDNESS

• IDENTIFY THE ISSUE

– Adapt accordingly (not one size fits all)

• Remember personality, age and work style will need to be considered.

• How have you or will you communicate the issue?

• What motivates this worker to be there and complete the work?

• Remember the 95 to 5 percent rule!

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ATTENDANCE MANAGEMENT

• THE WORKER IS ON THE ATTENDANCE MANAGEMENT PROGRAM

– The worker is an average worker does what needs to be done

– The worker is of Gen Y age group and lives with their parents and works to live – money not the motivator

• You need to be direct in your communication – You continue to miss this number of days for this time period, how can I help you improve?

• Find the motivator or de-motivator… boredom, lack of training, lack of respect?

• With this information what can you provide to stimulate better attendance?

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MANAGEMENT PREPAREDNESS

• FOCUS ON THE ISSUE

– This is about the workplace and work performance

– What effects is the behaviour or absence having on productivity?

– What effect is this having on other workers?

– Is management necessary?

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DISRUPTION OF THE WORKPLACE

• THE EMPLOYEE IS KNOWN TO MAKE PERSONAL PHONE CALLS REGULARLY

AND DISCUSSES VERY PERSONAL MATTERS

– The employee is a top performer with many personal issues

– The employee is a baby boomer and is single with teenagers

– You have spoken to the employee before but this has not stopped the behaviour

– When you discuss the issue she advises that she deals with it here or goes off sick, your choice

– You advise how her personal conversations are disruptive

– You allow her to utilize a private area during lunch or breaks

– You do not name anyone as the source of the complaint however you let the employee know that her personal problems have an effect on the perception of her abilities, the respect given to her and her professionalism

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MANAGEMENT PREPAREDNESS

• REMEMBER THE ULTIMATE GOAL

– This has to do with work

– Related to deadlines, goals or productivity

– Your goal is to get an employee to perform

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PERFORMANCE ISSUE

• THE EMPLOYEE HAD PREVIOUSLY BEEN A TOP-RATED PERFORMER

WHO HAS RECENTLY BEEN MISSING DEADLINES AND WORK

– The employee is a Gen X, he is recently single with a young child with whom he shares custody

– You have documented his missed deadlines and discuss his many attributes prior to these issues

– He advises that he is dealing with some personal issues

– You acknowledge issues and provide EFAP contact

– You provide him with his priorities and your expectations of completion, this is followed up with an email

– You ask him to advise you if there is anything as his employer you can provide to ensure this is completed, he goes off of work

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MANAGEMENT PREPAREDNESS

• PREPARE FOR THE MEETING

– This has to do with work

– Related to deadlines, goals or productivity

– Your goal is to get an employee to perform

• Identify and define the conflict

• Together generate a number of possible solutions

• Evaluate the alternative solutions

• Decide on the best solution

• Implement and follow-up on the success of the solution

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WHAT CONSTITUTES A HEALTHY WORKPLACE?

Positive and Supportive Organizational Culture

Psychological and Social Support

Clear Leadership and Expectations

Civility and Respect

Challenging but not overwhelming psychological demands

Growth and Development

Recognition and Reward

Workload Management

Engagement

Work/Life Balance

Psychological Protection

Protection of Physical Safety

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MANAGEMENT PREPAREDNESS

• SOME KEY POINTS PRIOR TO MEETING

– Never go in unprepared

– Never go in emotional (anger and/or hurt have no place in the boardroom)

– Never personalize (I cannot repeat this enough)

– Never forget that this is about the workplace and the effects on work and productivity

– Document

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DISABILITY MANAGEMENT BEST PRACTICES

• AN ACCOMMODATION OR MEDICAL LEAVE REQUIRES

– Nature of Illness or Injury

– Temporary or permanent accommodation or leave

– Functional limitations and restrictions (abilities)

– Basis or profession providing the medical conclusions

– Effects of treatment or prognosis

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QUESTIONS OR DISCUSSIONS?