Professional Documents
Culture Documents
2018 IOSH A Healthy Return
2018 IOSH A Healthy Return
2018 IOSH A Healthy Return
Foreword
1 Introduction 03
2 Why support rehabilitation? 04
3 What is the occupational safety and health practitioner’s role? 06
4 Good practice in rehabilitation – a summary 08
5 Managing medical information 10
6 Occupational health advice and rehabilitation support 12
7 Absence due to work-related accidents or ill health 13
8 Stress and mental health conditions 15
9 Absence due to musculoskeletal disorders 16
10 Maternity leave 16
11 Reconciling health and safety and disability discrimination requirements 17
References 19
Further reading 20
Appendices
A The social model of disability 22
B Equality Act 2010 23
C Absence management model 24
D 12-point action plan for occupational safety and health practitioners 25
E Work adjustment assessment 26
Case studies
1 Lower back pain 07
2 Badly crushed foot 11
3 Stress 14
4 Managing MSDs at a major polythene manufacturer 18
Acknowledgments 33
Foreword
02
1 Introduction
“Improving the health of the UK’s workforce will have a critical impact not only on individuals, but on
businesses and the UK economy as a whole.... Focusing on specific health issues is obviously important;
however, employers should not underestimate the role that better management and engagement of
employees can have on the wellbeing – and ultimately productivity – of their workforce.”
Professor Dame Carol Black, UK National Director for Health and Work (2006–2011)
03
2 Why support rehabilitation?
Work is generally good for people and There can be non-financial costs too. A formal rehabilitation programme can
can help them lead healthier lives, as For example, if an employee has a also help employers meet their duties
long as the work is ‘good’ and they’re serious accident at work, this can under disability and equality legislation.
in safe and supportive workplaces. A be bad for your brand, reputation For more information on this, see
2006 review3 found that: and public image. And while your section 11, page 17 and Appendix B,
- there’s a strong association employer’s liability insurer may bear page 23.
between unemployment and poorer some of the cost of compensation
health, including mental health, claims, over the longer term your The longer an employee is off work,
and a large part of this seems to be premiums could rise if you make the less likely they are to return. For
caused by not being in work frequent claims. example, after six months’ absence
- work can help reverse the adverse with back pain, there’s only a 50
health effects of unemployment. What often goes unrecognised is that per cent chance of an employee
an employee’s absence can have a coming back to work.6 That’s why
The review also suggested that ‘good negative impact on the day-to-day it’s important to begin the process of
jobs’ may have elements such as work of their fellow workers and rehabilitation early, so that employees
employee autonomy/control and job manager, and this issue has to be dealt can:
satisfaction. with too. - return to work in a suitable role
- regain confidence and motivation
Unemployed people can lose their The best and most cost-effective way - maintain good relationships with
skills and confidence. Long periods an employer can support rehabilitation their managers and colleagues
of inactivity and isolation can have is by setting up a formal occupational - avoid financial hardship, and having
a negative impact on their physical, health and rehabilitation programme. to retire from work because of ill
psychological and social health, as well health.
as their general wellbeing.4 It’s even A well-managed programme can help to:
been reported that people out of work - keep employees in work It’s worth stressing that early return to
for more than a year have, on average, - reduce employees’ short-term pain work is not always the right approach
eight times more psychological ill and suffering in every case. There are times when
health than those in work.5 - minimise or eliminate long-term rest is the best treatment.
disabilities
Long-term absence isn’t just costly for - get employees back to work quickly While it’s important to minimise the
employees – employers and society pay and safely. human and financial impact for both
a high price too. In the UK, around 23 the employee and organisation, early
million working days are lost as a result Rehabilitation programmes can more return to work should be based on an
of work-related illness and injury each than pay for themselves by significantly assessment of the nature and degree of
year. The Health and Safety Executive reducing compensation claims or even injury in each case. Other issues such as
(HSE) estimates that this represents wiping them out entirely because the impact of medication or inability to
an annual loss to UK society of up to employees either no longer need or travel should also be taken into account.
£28 billion – a figure that includes want to make them. And even if a
treatment for occupational cancers. claim is made and awarded, providing In short, activity in the workplace cannot
rehabilitation or offering support be compared to activity in general, and
If you’re an employer, long-term ill generally reduces the costs. early return to work should only be used
health or injury can mean: when it’s appropriate for recovery.7
- losing the skills of valuable
employees How absence should be managed is
- a reduction in your productivity shown in the diagram in Appendix C,
- extra expense in the form of page 24.
finding and hiring replacement or
temporary staff, and sick pay.
04
Who works in occupational health?
Ergonomists apply human sciences (eg anatomy, physiology and psychology) to the design of objects, systems and
the environment for human use. Ergonomic design considers options to make sure that people’s capabilities and
limitations are taken into account, so that products and environments are comfortable, safe, healthy and efficient for
people to use. Ergonomists can help employers design jobs and environments to suit individual workers’ needs and
help in rehabilitation, eg workstations that allow people to sit rather than stand, or vice versa, depending on their
circumstances.
Occupational health advisers are nurses who carry out similar roles to specialist practitioners in occupational health,
depending on their qualifications. The term ‘adviser’ tends to be used by nurses working in occupational health, as they
often find the term ‘nurse’ isn’t helpful in a business environment. For more information on occupational health advisers,
see section 6 (page 12).
Occupational physicians focus on making sure that workplaces and work practices are safe and not harmful to the health of
employees, and that employees are fit for the job they’re doing. If there are problems – either with the workplace or with an
employee’s fitness – the occupational physician’s role is to advise on adjustments to the workplace and to give advice and
support to the employee. Occupational physicians have an important part to play in getting employees back to work when
they’re sick or injured. When they assess an employee’s fitness for work, they look at their state of health and the conditions
in the workplace. They take into account the workforce and the psychological and physical environment, and any impact
these may have on the employee’s health. Occupational physicians also play a key role in providing impartial, evidence-
based advice to organisations – such as insurance and pension companies – about retirement on the grounds of ill health
and related matters.*
Occupational safety and health practitioners help employers reduce risks. They aim to promote awareness of health
and safety in the workplace and make sure that high standards are achieved and maintained. Their main focus is on
preventing work-related accidents and ill health. An increasingly important part of their role is to work closely with other
professionals – such as occupational hygienists, occupational health advisers, ergonomists, human resources and training
personnel, insurers, lawyers and workers’ representatives – to help resolve issues that may be a barrier to rehabilitating
employees. There’s more on the OSH practitioner’s role in relation to rehabilitation in section 3 (page 06) and throughout
this guide.
Occupational therapists work with people to help them overcome the effects of disability caused by physical or
psychological illness, ageing or accidents. Occupational therapists often work in hospitals, but some work in businesses,
clients’ homes, medical practices and other community settings. Others focus solely on helping employees return to work.
They assess and treat physical and psychiatric conditions, and when they’ve completed a course of treatment, they evaluate
how effective it has been.
Specialist practitioners in occupational health are qualified nurses trained in occupational health nursing to ‘specialist
practitioner’ level, or who have a specialist community public health nursing qualification, better known as an ‘SCPHN’.
They often work for large employers or private consultancies. Their work includes assessing work environments for health
problems, carrying out risk assessments, providing first aid and medical treatment, and screening potential employees for
health problems. They also carry out health surveillance for employees exposed to hazards such as certain chemicals, and
maintain employees’ health records.
05
3 What is the occupational safety and
health practitioner’s role?
One of the central roles of the The main way an OSH practitioner can The documents listed in the
OSH practitioner is to help prevent support good rehabilitation practice is ‘References’ and ‘Further reading’
employees getting injured or ill because by giving advice on risk assessments sections (pages 19–20), and in our
of work, and, if they do, to make for employees with medical conditions Occupational Health Toolkit at www.
sure lessons are learned. Whether an or impairments. See Appendix E ohtoolkit.co.uk, will help OSH
employee’s sickness absence is work- (pages 26–32) on the factors that practitioners (and others) improve
related or not, the OSH practitioner need to be considered when carrying their knowledge of rehabilitation.
should work alongside other colleagues out an employee’s ‘Work adjustment The documents will also provide the
in their organisation to help them assessment’. resources to challenge those who
return to work as soon as they’re able. use ‘health and safety’ and other
Another way an OSH practitioner can poor excuses for not considering
In a large organisation, rehabilitation give support is to challenge attitudes rehabilitation.
will be dealt with mainly by line that act as a barrier to rehabilitation.
managers, supported by occupational For example, if an employee has a fit Of course, before OSH practitioners
health and human resources note that indicates that adjustments give advice on rehabilitation cases,
professionals. In a smaller organisation, can be made to help them return to they should consider whether they’re
the employer may look to the OSH work, the OSH practitioner can help. competent to do so. In some cases,
practitioner alone to give them advice They should explain to the manager training will be needed.
in this area. why health and safety needn’t be an
obstacle, and work with them to make It’s important that OSH practitioners
Generally, the decision about whether sure it isn’t. In cases such as this, they work within the limits of their
an employee who’s on long-term sick could advise the manager that an competence. Where clinical judgments
leave should return to work is made by appropriate rehabilitation programme are needed – for example diagnosis
the employee and their line manager, will help the employee return to work or treatment – they should always get
and they need sound medical advice safely before they’re fully fit. advice from a medical expert.
so they can decide on what the
employee is capable of doing. Here, Similarly, if a manager feels it would For more information on the OSH
it’s worth noting that to automatically be too much trouble to make changes practitioner’s role, see the ‘12-point
treat someone who has an impairment to the workplace which would help action plan’ in Appendix D (page 25).
or medical condition as a health and an employee to return to work, or
safety ‘issue’ or ‘problem’ could be an employee is worried about the
regarded as discriminatory. You can impact that coming back might have
get useful information on this by on their health, the OSH practitioner
visiting www.hse.gov.uk/disability/ can demonstrate that rehabilitation
law.htm. can benefit both the employer and
employee.
06
Case study 1 – Lower back pain
Scenario
John, a 50-year-old pottery worker, suffered from spells - Later, the employer introduced a more permanent
of lower back pain for many years. He eventually went off solution – a scissor platform trolley, which benefited all
work while waiting for physiotherapy from the NHS. the pottery workers.
- The employer replaced John’s wooden stool with a
Action height-adjustable chair with a back rest.
- The manager kept in weekly contact and encouraged - In his physiotherapy sessions, John was taught how to
John to come in for a chat after a few weeks. improve his posture.
- The manager referred John to an occupational health - The occupational health nurse told all employees and
specialist, who suggested the employer should pay managers how to manage back pain.
for physiotherapy on a private basis to reduce waiting
time. Comment
- Once physiotherapy started, John returned to work This medical intervention includes good rehabilitation
for four hours a day. Because travelling in the car for a measures and effective work adaptations. However, the OSH
long time and parking were difficult for him, in the first practitioner should also assess whether other employees:
month the employer allowed him to start work after - are at risk of lower back pain
the morning rush hour, leave before the afternoon - should be given adjustable chairs with back rests, and
rush hour, and park in a reserved slot near the work education on good posture.
entrance.
- Rather than work on rotating shifts, the employer also It’s worth pointing out that nothing was done in response
let John work days only, and gave him time off for to John’s earlier bouts of lower back pain. This may have
regular appointments with his occupational health prevented him from being absent in the first place.
nurse and physiotherapist.
- The employer carried out an assessment to look at
ways the work could be adapted to John and if there
were any health and safety issues.
- As a result of the assessment, instead of John having to
carry trays of products on a trolley from a central store
to the work area, other employees took turns to bring
him his tray. Adapted from the EEF guide, Fit for work.
07
4 Good practice in rehabilitation –
a summary
- Your organisation should have - Rehabilitation should be considered treatment more quickly on a private
a clear and up-to-date policy on once it’s clear that absence could basis. Here, it’s important for the
rehabilitation. This should be part be lengthy, say after the employee employer to take medical advice
of an overall strategy for managing has sent in a fit note or has been so that they can make a decision
sickness absence. The policy should off work for a month. based on objective evidence.
clearly define roles, responsibilities - A co-ordinated case management Interventions such as this are
and expectations, and be approach is best, beginning with an likely to be cost-effective for the
effectively communicated. This will informal discussion at an early stage employer.
help create a fair and consistent – between the manager, employee - Once the manager has medical
approach, and build trust between and human resources specialist – advice about what the employee
employees, managers and the to start looking at rehabilitation can and can’t do, they can plan a
employer. options. The manager should assess programme of rehabilitation.
- Managing day-to-day sickness what the organisation can do to - The manager may need to make
absence and return to work should help the employee return to work. adjustments to the workplace
be a line manager’s responsibility. The manager should also try to find or buy specialist equipment
For complex issues, managers need out if anything is preventing the (see ‘Examples of reasonable
to draw on advice from human employee from coming back, as this adjustments for an employee’,
resources, occupational health or will help to identify any adjustments opposite). If these are likely to be
health and safety specialists. that need to be made at work. expensive, and the employee has
- Early intervention is important, - After the initial meeting, the a disability, the UK employer may
particularly in the case of employer may have to arrange for be able to get funding through
musculoskeletal disorders, stress and the employee to see an occupational Access to Work (see Appendix B,
mental health, which can become health adviser or OSH practitioner, page 23). In other countries, there
chronic.* Generally, intervention or ask the employee’s doctor or may be similar sources of funding
should take place within weeks specialist for more information. available. The manager should also
rather than months. Here, the employee would need to assess how long it will take to make
- Managers should stay in regular give the employer their consent. adjustments, as this may delay the
contact with employees from the The employer should ask the doctor rehabilitation process.
start of their absence. Contact should about the employee’s ability to do - At this stage, the manager will
be weekly. If the illness is prolonged, specific work tasks, and their views need to start thinking about any
then less frequent contact may be on the suitability of the rehabilitation health and safety issues, and
agreed, but it should be at least once measures that have been proposed may need to contact their OSH
a month. (see ‘Asking an employee’s doctor or practitioner for advice (see section
- Rehabilitation should begin at an specialist for information’, opposite). 3, page 06 and Appendix E, pages
appropriate stage. In some cases, The employer needs to ask about 26–32).
such as musculoskeletal disorders, what the employee can and can’t do - The employer and employee should
this could be very early. In other and, if appropriate, how long their then agree the arrangements for
cases, say nervous breakdown disability or medical condition might rehabilitation, and record them.
or where the employee is too ill, last. - The employee’s progress should be
early contact should mainly be for - The employer should assess monitored regularly, normally by
welfare purposes – to see how the whether medical intervention, such their line manager. Their manager
employee is and whether there’s as physiotherapy or counselling, should keep notes (making sure
anything the employer can do to will speed up the rehabilitation confidentiality isn’t breached) and
help. The decision on when it’s process. For instance, if a UK agree any significant changes
appropriate to discuss rehabilitation employee is on an NHS waiting to the employee’s role with the
should be based on the manager’s list for physiotherapy treatment, occupational health adviser or
conversations with the employee. the employer could arrange for employee’s doctor or specialist.
* Some employers refer all cases of stress and musculoskeletal disorders to their occupational health adviser on the first day of absence.4
08
Asking an employee’s doctor
or specialist for information
Employers should get their employee’s consent if they - suggest a range of rehabilitation measures – such as a
want further information from their doctor or specialist phased return to work, altering the work or adapting
after receiving a fit note. The employer should then ask the work environment – to find out if these could help
the doctor or specialist for the information in writing. If the employee come back to work.
it’s convenient, the employee can hand over a letter from
the employer, but usually the employer sends the letter Doctors and specialists don’t have to give employers
direct to the doctor or specialist. The employer should: information in addition to that on the fit note regarding
- explain that they would like to help the employee get an employee’s fitness for work or rehabilitation. If they
back to work as soon as possible don’t, the employer may have to make decisions without
- summarise the employee’s duties, paying attention to this information. If they do agree, they may charge a fee.
things such as job demands, the work environment, Unless an occupational health adviser makes the request,
working time, travel, and whether the employee is a the report won’t necessarily give clinical information
lone worker about things such as the diagnosis, or the medication the
- ask the doctor questions about the employee’s fitness employee is taking.
to do their current job. For instance, they should ask
about the possible side effects of medication, the
employee’s stamina and motivation and, if relevant,
whether the employee can lift or move heavy objects.
It’s important to ask questions about what the
employee can do, not just what they can’t do Adapted from the EEF guide, Fit for work.
09
5 Managing medical information
10
Case study 2 – Badly crushed foot
Scenario
Steve, a 32-year-old forklift truck driver, had an accident Steve came back to work 27 months after the accident,
at work that crushed his foot. Steve had to have his toes initially working four hours a day before returning to full
amputated. He found it difficult to stand and walk, and time work.
suffered from depression.
Comment
Action While this is a good example of the use of an insurer’s
The employer contacted their insurance company, which rehabilitation service, it’s worth noting that Steve wasn’t
had a rehabilitation return-to-work programme led by referred until 15 months after the accident. Normally, referral
occupational therapist case managers. The case manager should take place much earlier than this.
visited Steve to assess his circumstances and then made
recommendations on interventions, discussing these with
Steve, his doctor, other medical specialists, the employer
and members of Steve’s family.
11
6 Occupational health advice
and rehabilitation support
* This is not a comprehensive list and inclusion of an organisation does not infer any endorsement by IOSH.
12
7 Absence due to work-related
accidents or ill health
If an employee is absent as a result making sure that a proper investigation practice on rehabilitation,13 solicitors
of a work-related accident or illness, has been carried out and measures acting for both the claimant and
they might be reluctant to agree to have been put in place to prevent a insurer have a duty to consider, as
rehabilitation. This could be because recurrence. The manager may need to soon as possible, whether rehabilitation
they’re: identify, with the employee, any health will improve an employee’s long-term
- concerned that the source of harm and safety or refresher training and wellbeing. Also, the Compensation Act
hasn’t been removed or aren’t development the employee might need. 2006 states that an offer of treatment
confident that what’s been done or other redress doesn’t represent an
to remove or control it has been There may also be issues around admission of negligence or breach of
successful blame, especially if, for example, the a statutory duty. Therefore, employers
- thinking about claiming manager had some part to play in an shouldn’t hesitate to give employees
compensation and feel it may have employee’s work-related stress. Here, help to return to work, and may even
a negative impact on their claim the human resources specialist may get assistance from their insurer.
- not aware of your organisation’s have to get involved.
ability and willingness to be As part of the investigation of the
sufficiently flexible to meet their Employers might be concerned that incident or situation that led to
needs. giving help to an employee (such an employee’s absence, the OSH
as paying their medical bills) could practitioner should assess whether
Here, the OSH practitioner has a role be seen as an admission of liability. employees carrying out similar work
to play in helping the employee get According to the Association of are also at risk, and if things should be
the confidence to return to work, by Personal Injury Lawyers’ code of done to protect the wider workforce.
13
Case study 3 – Stress
Scenario Tara was happy with these recommendations. After six
Tara, a 35-year-old clerical worker, felt she couldn’t cope weeks, she returned to work on a part-time basis. Once
with her work, and visited her doctor. The doctor wrote her training was complete and her manager had checked
out a fit note for ‘stress’, and signed Tara off work for that she felt she could cope with the work, Tara returned
two weeks. to work full time.
Action Comments
Within the first few days of absence, Tara’s manager Making early contact with the employee is particularly
phoned her, simply to begin dialogue and show concern. important in cases of stress, as the risk of long-term ill
The manager dealt with her sensitively, and didn’t put health is high.
any pressure on her by asking when she was returning to
work. The manager ended the call by agreeing that they Of course, not all cases are as straightforward as this, and
should update each other the following week if Tara there can be complications. For example, if the employee
hadn’t returned to work. alleges that their manager is the cause of their stress,
another manager should make and keep in contact with
When her manager phoned again, Tara had seen her the employee. They should ask the employee, when they
doctor and had received another fit note. At this stage, feel well enough, to send in their grievance, or arrange a
the manager asked Tara what the doctor had advised meeting to start the grievance process.
and if she was waiting for treatment or counselling.
Her manager also asked if they could have a chat about In cases of severe depression or mental illness, the
her illness, along with the occupational health adviser, employee will probably need a course of treatment before
human resources manager and someone to act as her the manager can discuss rehabilitation with them. Even
companion (a work colleague or union representative). so, it’s important that the employee doesn’t feel forgotten
Tara agreed. about, so the manager should still keep in touch (where
necessary, via a third party such as a relative) to give
As a result of the conversation, it turned out that recent reassurance and support. For more advice on what to do
changes to Tara’s role had been causing her anxiety, and in such situations, have a look at the HSE stress webpage,
she felt incapable of doing this aspect of her job. The www.hse.gov.uk/stress, including the section aimed at
occupational health adviser and the manager suggested the ‘Line manager’. Other useful resources include a ‘Stress
to Tara that, when she felt better, she could return to at work’ video, in different European languages, from the
work on a part-time basis, and that the new duties that European Commission and the European Agency for Safety
were causing her stress would be given to someone and Health at Work, http://ec.europa.eu/social/
else during that period. They also told her that she main.jsp?catId=672&langId=en.
should be given training to help her carry out her new
responsibilities. Adapted from the EEF guide, Fit for work.
14
8 Stress and mental health conditions
According to the Fourth European As part of their treatment, sufferers You can get more guidance on
Working Conditions Survey,14 which can learn coping skills. These help tackling work-related stress from:
was carried out in 2005 in all EU them recognise and deal with pressure - the HSE, at www.hse.gov.uk/
member states, stress was experienced much better. They learn to tell the stress/index.htm;
by an average of 22 per cent of warning signs of possible relapses - the European Agency for Health
working Europeans. In 2002, the and, when this happens, the manager and Safety at Work, at
annual economic cost of work-related should discuss and agree adjustments www.healthy-workplaces.eu/en
stress in the EU-15 was estimated at to their work. Employees on - the US National Institute for
€20,000 million.15 medication may experience side effects Occupational Safety and Health, at
or it may take time for them to get www.cdc.gov/niosh/topics/stress.
In the UK, at any one time, nearly one the right medication and dosage. In
worker in six is affected by a clinically both cases, their line manager should For more guidance on managing
diagnosable mental health condition monitor them to make sure they can mental health conditions at work,
such as depression or anxiety, or do their job safely. visit www.shiftproject.org. Shift also
problems relating to stress. And it’s has a guide for managers on how to
estimated that mental health problems Before or immediately after the provide support to employees with
account for around 40 per cent of employee returns, they can draw up mental health problems, at
sickness absence.16 Stress is defined on an ‘advance statement’ containing www.shiftproject.org/resources.
the HSE’s work-related stress webpages instructions on how they would like
as ‘the adverse reaction people have to be treated and who to contact if You can get useful guidelines on
to excessive pressure or other types they become ill. For more information, counselling from the Association
of demand placed on them’. Too visit Shift at www.shiftproject.org/ for Counselling at Work, www.
much or prolonged stress can lead to publication/european-commission- counsellingatwork.org.uk.
unhealthy physical, emotional, mental employment-recruitment-agencies-
and behavioural symptoms, as well guide.
as mental health conditions such as
depression or anxiety. Existing mental There’s a lot of stigma attached to
health conditions can also be made mental health problems and this needs
worse by stress. to be managed. Employers should
make sure managers are well informed
As far as possible, absence due to stress about mental health issues. Many
or mental health conditions should conditions can be treated or controlled,
be treated in the same way as other and so shouldn’t affect someone’s
illnesses. When the manager first gets in ability to do their job. The employee
touch with the employee, they should and manager should agree about
find out if they want to be contacted what can be communicated to work
by them or other employees. If the colleagues and what should remain
employee doesn’t want contact, this confidential. Managers shouldn’t
should be revisited tactfully at a later tolerate gossip or speculation about an
date. Here, it’s important to follow the employee’s mental health condition.
procedures in your sickness absence or
rehabilitation policy.
15
9 Absence due to musculoskeletal disorders
A lot of publicity is given to work- - there are connections between - focusing on capacity rather than
related sickness due to stress. However, MSDs and stress – stress and incapacity, and using imaginative
HSE statistics15 show that twice as anxiety can manifest themselves as job design (taking account of good
many cases of work-related sickness MSDs, and depression and anxiety ergonomic practice) to ease the
absence are caused by musculoskeletal can be common side effects of employee back to work
disorders (MSDs). In 2011/12, 297,000 prolonged MSDs - thinking beyond the physical
UK employees who had worked in - the pain caused by MSDs affects symptoms – bearing in mind that
the previous 12 months reported employees’ performance, including rehabilitation can aid recovery by
symptoms of MSDs, of which 40 per their stamina, concentration, mood, helping the employee stay active
cent related to backs and 40 per cent mobility and agility. Also, some and avoid isolation.
to upper limbs and necks, resulting in medical treatments can have side
7.5 million lost working days. effects. This needs to be taken into It’s also important that employees with
account when carrying out a work MSDs are given advice and guidance
A recent report by the Work adjustment assessment, as it can on how to self-manage their condition.
Foundation16 shows that: affect safety, especially with high Some organisations employ back care
- work can help recovery from MSDs, risk activities such as using heavy advisers, who can offer both employers
and that the longer an employee is machinery or driving. and employees guidance on preventing
away from work, the more difficult it and managing MSDs.
is for them to return The Work Foundation also recommends
- more than half the days lost that employers should consider:
through back pain are accounted - early intervention – as the longer
for by sufferers who are absent for employees with an MSD are away
over a month from work, the harder it is for them
to return
10 Maternity leave
It’s easy to overlook managing return There may be health and safety issues manager should discuss her plans for
to work when women come back from too – such as if the mother is still returning to work, and the employer
maternity leave. After all, maternity breastfeeding and returns to a job that should keep her informed of important
leave is common, and most of the exposes her to hazardous substances. developments in the workplace. In the
time there are no problems. However, The employer may also have to provide UK, the Work and Families Act 2006
a number of issues can affect new a room where mothers can express allows women on maternity leave to
mothers, such as: milk. work for up to 10 days during their
- a lack of confidence, after a long maternity leave (‘keeping in touch’
time away from the workplace Of course, where the mother has days). These help reduce the risk of
- the need for re-training in skills that suffered a miscarriage or her baby has problems when employees return to
will keep them healthy and safe been stillborn, the employer should work.
- an increased risk of stress-related show support and sensitivity.
illness, caused by coping with By law, employers must carry out risk
work–life balance, fatigue or anxiety As with other work absences, the assessments for new and expectant
about separation from their new manager should keep in touch with an mothers. The assessment should be
baby employee who’s on maternity leave, as reviewed with the employee on their
- post-natal depression, which affects long as the amount and type of contact return to work. For more information,
about one in 10 women.17 is reasonable. The employee and her visit www.hse.gov.uk/mothers.
16
11 Reconciling health and safety and
disability discrimination requirements
In the UK, employers have a duty under Health and safety should never be used It’s also useful to appreciate that
the Equality Act 2010, which replaced as an ‘excuse’ to justify discriminatory how you perceive or define the term
most of the Disability Discrimination treatment. It should be the exception ‘disability’ affects your response to
Act (DDA). However, the disability rather than the rule to exclude people someone with a disability. For example,
equality duty in the DDA continues to with disabilities from particular jobs and those with a ‘medical model’ mindset
apply. An employer has a duty to make tasks. When you’re assessing whether place an emphasis on the illness itself,
‘reasonable adjustments’ and to ensure an adjustment is reasonable or not, you focusing on a diagnosis and a cure. By
an employee isn’t put at a substantial need to consider: contrast, today’s employers and policy-
disadvantage by employment - how effective will it be? makers need to apply the ‘social model’,
arrangements or physical features of - will it mean that the employee’s looking at what the person can and
the workplace.18 The employee can disability is slightly less of a can’t do – the functional consequences
play an active role in discussing these disadvantage, or will it significantly – and focusing on using reasonable
arrangements. reduce the disadvantage? adjustments to remove or overcome
- is it practicable? barriers created by society or the
Guidance produced by the HSE and the - will it cause a lot of disruption? working environment.
Equality and Human Rights Commission - will it help other people in the
emphasises that:19 workplace? You can get more information about the
- health and safety law and its - is the cost prohibitive? social model of disability in Appendix A,
implementation is in the interests page 22.
of all employees, with or without The ‘Work adjustment assessment’ in
disabilities, and of the employer Appendix E (see pages 26–32) will help
- people with disabilities should you decide on reasonable adjustments,
expect risk management in the taking account of potential health and
workplace that’s effective and safety risks.
enabling
- health and safety law and the If you give advice on risk assessments
Disability Discrimination Act, for employees with medical conditions
when used appropriately, should or impairments, it’s important that
work together to increase the you fully understand the national
employability and retention of legal requirements for disability
people with disabilities discrimination (see Appendix B, page
- a positive and sensible approach to 23 for more information on the Equality
risk management can, and should, in Act). Even if the employee doesn’t have
most circumstances, encourage the a disability under the legal definition,
inclusion of people with disabilities reasonable adjustment (as required
in the workplace by UK law) provides a model for good
- risk assessments shouldn’t focus practice in rehabilitation.
on an individual’s disability – they
should look at the overall demands
of the work and how best to manage
the associated risk
- employers should help employees
feel safe and supported to disclose
and discuss the impact of the work
environment on the management
of their disability or long-term
health condition
- employees should work with
employers to help them assess
and manage risk, and to discuss
approaches to making reasonable
adjustments.
17
Case study 4 – Managing MSDs at a major
polythene manufacturer
A major polythene manufacturer started a rehabilitation Cost benefit analysis
initiative to help injured employees return to work. The The organisation carried out a cost analysis of the
organisation asked Osteopaths for Industry (OFI) to management system. For every £1 spent on the initiative, it
provide them with a ‘musculoskeletal injury management benefited from savings of £12. So, at a cost of £16,000 over
system’. This gave them access to a national network of the year, savings were around £192,000.
3,000 osteopaths, chiropractors and physiotherapists.
Each of the organisation’s 40 UK sites now has an Health and safety benefits
osteopath within 5 miles, and has an overview of areas Before the organisation used the management system, each
where there are high rates of musculoskeletal disorders case of ill health caused by an MSD resulted in an average
(MSDs). of 26 lost working days. In the first year of working with the
system, this figure was down to four. The initiative has been
The key to the success of the initiative is that OFI treats all an effective mechanism for raising the profile of health and
injuries within 24 to 48 hours and oversees each case. safety generally, and has contributed to a more positive
health and safety culture. Other benefits to the organisation
An employee who is injured (either at home or work) is include:
initially assessed by a registered physical therapist, who - most employees who visit a physiotherapist are fit for
sends a report to the organisation giving details of the work
injury, the estimated number of treatments needed and - a substantial reduction in civil compensation claims
whether the employee is fit for normal duties, restricted - a lower than expected increase in employers’ liability
duties or is unfit. insurance premiums
- providing staff with a positive benefit, as the service
All employees who take part in the scheme sign an open doesn’t discriminate between ‘at work’ and ‘out of
disclosure form, agreeing that their personal health work’ injuries.
information can be passed to the organisation.
18
References
1 Hill D, Lucy D, Tyers C and 9 Information Commissioner’s 14 European Foundation for the
James L. What works at work?: Office. The Employment Practices Improvement of Living and
Review of evidence assessing Code. Part 4: Information about Working Conditions. Fourth
the effectiveness of workplace workers’ health. Wilmslow: European Working Conditions
interventions to prevent and ICO, 2005. www.ico.gov.uk/ Survey. Luxembourg: Office
manage common health problems. upload/documents/library/ for Official Publications of the
Health Work Wellbeing Report. data_protection/detailed_ European Communities, 2006.
Norwich: The Stationery Office, specialist_guides/employment_ www.eurofound.europa.eu/
2007. practices_code.pdf; see also ewco/surveys/EWCS2005/
2 Black C. Working for a healthier The Employment Practices Code: index.htm.
tomorrow. London: The Stationery Supplementary guidance. Part 4: 15 European Agency for Safety and
Office, 2008. www.dwp.gov.uk/ Information about workers’ health. Health at Work. Factsheet 22:
health-work-and-well-being. www.ico.gov.uk/upload/ Work-related stress. http://osha.
3 Waddell G and Burton A K. Is work documents/library/data_ europa.eu/en/publications/
good for your health and well- protection/detailed_specialist_ factsheets/22/view.
being? Norwich: The Stationery guides/employment_practice_ 16 The Sainsbury Centre for Mental
Office, 2006. code_-_supplementary_ Health. Mental health at work:
4 CIPD. Absence management 4: guidance.pdf, and Quick guide developing a business case.
how do you deal with long-term to the Employment Practices London: SCMH, 2007.
absence? www.cipd.co.uk. Code. Section 6: Information 17 HSE. www.hse.gov.uk/statistics/
5 Faculty of Occupational Medicine, about workers’ health. www.ico. causdis/musculoskeletal/index.
Royal College of General gov.uk/tools_and_resources/~/ htm.
Practitioners and Society of media/documents/library/ 18 The Work Foundation. Fit for
Occupational Medicine. The health Data_Protection/Practical_ work? Musculoskeletal disorders
and work handbook: patient application/quick_guide_to_the_ and labour market participation.
care and occupational health: employment_practices_code. London: The Work Foundation,
a partnership guide for primary ashx. 2007. www.theworkfoundation.
care and occupational health 10 Harling K and Hunt S (eds). com/assets/docs/publications/44_
teams. London, 2005: 5. www. Guidance on ethics for fit_for_work_small.pdf.
fom.ac.uk/wp-content/uploads/ occupational physicians. 6th 19 The Royal College of
hw.pdf. edition. London: Faculty of Psychiatrists. www.rcpsych.
6 British Society for Rehabilitation Occupational Medicine, 2006. ac.uk/mentalhealthinfoforall/
Medicine. Vocational rehabilitation: 11 Faculty of Occupational Medicine, problems/postnatal
the way forward. London: BSRM, Royal College of General mentalhealth/postnatal
2001. Practitioners and Society of depression.aspx
7 MacEachen E, Ferrier S, Kosny A and Occupational Medicine. The health 20 Directgov. www.direct.
Chambers L. A deliberation on ‘hurt and work handbook: patient gov.uk/en/DisabledPeople/
versus harm logic’ in early return to care and occupational health: a Employmentsupport/
work policy. Policy and Practice in partnership guide for primary care YourEmploymentRights/
Health and Safety 2007; 5 (2): 41–62. and occupational health teams. DG_4001071.
8 Access to Medical Reports Act London, 2005: 21. www.fom. 21 HSE. www.hse.gov.uk/disability.
1988. London: HMSO, 1988: ac.uk/wp-content/uploads/
Chapter 28. www.opsi.gov.uk/ hw.pdf.
acts/acts1988/ukpga_19880028_ 12 EEF. Fit for work: the complete
en_1; Access to Health Records guide to managing sickness absence
Act 1990. London: HMSO, 1990: and rehabilitation. London: EEF,
Chapter 23. www.opsi.gov.uk/ 2004: section 32.3. www.eef.org.uk.
acts/acts1990/ukpga_19900023_ 13 Association of Personal Injury
en_1. Lawyers. Code of practice on
rehabilitation. Nottingham: APIL,
2003.
19
Further reading
You may find the following publications EEF Managing sickness absence in the public
and web links useful. Managing sickness absence – A sector. Cabinet Office, DWP, HSE.
toolkit for changing work culture and
Chartered Institute of Personnel and improving business performance. On health, safety and productivity
Development www.eef.org.uk - Guidelines for boards, www.hse.
Rehabilitation, recovery and retention: gov.uk/sicknessabsence/toolkit.
maintaining a productive workforce. Fit for work: the complete guide htm
www.cipd.co.uk to managing sickness absence and - Diagnostic tools for handling
rehabilitation. www.eeftraining. sickness absence, www.hse.gov.uk/
Department for Communities and Local org.uk/course/mlc1/absence- pubns/indg399.pdf
Government management-fit-work
Fire safety risk assessment – means of IOSH
escape for disabled people Equality and Human Rights www.ohtoolkit.co.uk
www.communities.gov.uk/ Commission
publications/fire/ www.equalityhumanrights.com Jobcentre Plus: Access to work
firesafetyassessmentmeans www.jobcentreplus.gov.uk
European Agency for Safety and
Department for Work and Pensions Health at Work www.direct.gov.uk/en/Disabled
Building capacity for work: a framework Ensuring the health and safety of People/Employmentsupport/
for vocational rehabilitation. workers with disabilities. Factsheet 53. WorkSchemesAndProgrammes/
www.osha.europa.eu/en/publications/ DG_4000347
Health, work and well-being – caring for factsheets/53
our future: a strategy for the health and National Institute for Health and
well-being of working age people. DWP, Fit for Work Europe Care Excellence
Department of Health, HSE. www.fitforworkeurope.eu/About/ Management of long-term sickness
about.htm and incapacity for work guidance.
Disability and the Disability
Discrimination Act Health and Safety Authority (Ireland) SHIFT
www.dwp.gov.uk/employers/dda Rehabilitation and return to work. Line managers’ resource: a practical
www.direct.gov.uk/disability www.hsa.ie/eng/Publications_and_ guide to managing and supporting
Forms/Publications/Safety_and_ people with mental health problems in
Disability, health and employment: a Health_Management/Section%20 the workplace. www.shiftproject.org/
short guide for small and medium sized 13%20Rehabilitation%20and%20 publication/european-commission-
employers. Return%20to%20Work.pdf employment-recruitment-agencies-
Disability Rights Commission, guide
www.equalityhumanrights.com Health and Safety Executive
www.hse.gov.uk/disability TUC
www.hse.gov.uk/stress/index.htm www.tuc.org.uk
Managing sickness absence.
www.hse.gov.uk/sicknessabsence Workboost Wales
www.workboostwales.org.uk
Managing sickness absence and return
to work: an employers’ and managers’ World Health Organization
guide. (HSG249). www.who.int/topics/rehabilitation/en
20
Other references
Vocational rehabilitation: what works,
for whom, and when? Waddell
G, Burton A K and Kendall N A S.
Norwich: The Stationery Office, 2008.
21
Appendix A – The social
model of disability
Some people make a common mistake The easiest way to apply the social We’ve included a tool in this guidance
when they assess what an employee model of disability is to focus on the to help assess health and safety and
with a disability or impairment can needs of the individual. This means general work adjustment needs (see
or can’t do – they make assumptions asking the employee about what’s Appendix E, pages 26–32). In most
based on that disability or impairment. preventing them from working and cases, health and safety shouldn’t
They see the person with the disability what would help them come back. be a reason why employees can’t
as the problem. This is called the Using the epilepsy example, many return to work. If the risk assessment
‘medical model of disability’.* Under people are able to control their identifies areas of concern that can’t
this model, employees with certain condition with medication. Speaking be addressed, after having a discussion
medical conditions, such as epilepsy, to the employee and, where necessary, with the employee, the manager
would be automatically prevented from getting confirmation from their doctor should:
carrying out certain work, regardless of or an occupational health specialist, is - get an assessment from an
the stability of their condition. the best approach. appropriate competent person,
such as an OSH practitioner or an
The ‘social model of disability’† There will always be some work that occupational health adviser
considers that it’s the barriers created employees with certain impairments - decide whether the risk level
by society or the environment and conditions won’t be able to do. is acceptable, or whether it’s
that disable the employee. If the They will know this. Those who have substantial and not reasonably
environment is adapted or policies lived with an impairment for some practicable to control, ie most
are changed to allow equal access time will probably be in the best people would consider it
by an employee with an impairment position to give advice on the kinds prohibitively expensive or difficult,
or medical condition, they will not, of adjustments that can be made and given the circumstances.
in effect, be disabled. This model the organisations that can advise on
focuses primarily on the barriers to specialist equipment. If the impairment If the risks can’t be controlled, the
working, rather than assumptions or is recent, part of the rehabilitation manager should consider giving the
stereotypes about the individual with process may be for the employer to employee other duties.
an impairment or medical condition. help put the employee in touch with
organisations that can help them. You Dismissing an employee on health
In the context of the social model, can get a list of these organisations on and safety grounds would only be
terminology can have the following the IOSH Occupational Health Toolkit justifiable if it could be shown that all
usage: website, www.ohtoolkit.co.uk. You’ll other options had been considered and
- disability: disadvantage experienced also find some of these organisations that it wasn’t reasonably practicable for
by an individual resulting from listed in the ‘Further reading’ section the employer to control the extra risk.
barriers to independent living, (page 20).
education, employment, attitude
and so on It’s best to consider health and
- impairment: long-term safety issues as part of the general
characteristics of an individual assessment of the employee’s ‘work
that affect their functioning or adjustment’ needs. It’s also important
appearance to consider the impact that an
- ill health: short- or long-term employee returning to work can have
consequences of disease or sickness. on their colleagues. If you give some
of the employee’s tasks to other
employees, or medication increases
the risk of the employee having an
accident, other employees may be put
at higher risk.
* For more information on the medical and social models of disability, see Rieser R. The social model of disability,
www.worldofinclusion.com/medical_social_model.htm.
†
Barnes C and Mercer G. Disability, work, and welfare: challenging the social exclusion of disabled people. Work, Employment and Society
2005; 19 (3): 527–545.
22
Appendix B – Equality Act 2010
Source: www.direct.gov.uk
23
Appendix C – Absence management model
No strategy
Employee
or failure of
is absent
strategy
No intervention,
Intervention needed
eg cold or flu
Rehabilitation regime
Managed path
Apply/repeat as necessary
Unmanaged path
24
Appendix D – 12-point action plan for
occupational safety and health practitioners
1 Promote the benefits of work (in 6 Tackle the myths around 10 Get help from medical
a safe and healthy environment) rehabilitation – in particular, professionals or organisations
to the wellbeing of employees, challenge people who use ‘health that specialise in the employee’s
including those with common and safety’ as an excuse for not disability. They will have a better
health problems. considering rehabilitation. understanding of their condition
and can advise on aids that may
2 Recommend a rehabilitation policy 7 Give help and support to your support their return to work.
for your organisation. managers by helping them carry out
risk assessments of employees who 11 Assess whether measures put in
3 Promote early contact with absent come back to work. place to help an employee return
employees and regular case review to work would also benefit other
meetings. 8 Assess the individual not the illness workers exposed to the same
– don’t make assumptions about hazards.
4 Put forward a cost-benefit-based an employee’s capabilities based
argument for buying in good on your perception of their health. 12 Don’t forget that prevention is
occupational health advice. In other words, take a holistic view best – include rehabilitation as part
and don’t focus on the medical of a wider strategy on employees’
5 Suggest that employees with condition. health and wellbeing. The aims of
musculoskeletal disorders and the strategy should be to tackle the
stress-related conditions are 9 Focus on what the employee can do causes of work-related ill health
referred early, or help employees and how barriers to their return to and injury, get involved before
to get medical treatment – such work can be removed. absence occurs, and – through
as physiotherapy or cognitive health promotion – encourage
behavioural therapy – to aid fast employees to take responsibility for
recovery. their own health.
25
Appendix E – Work adjustment assessment
This section outlines the steps that What information will the assessor Can an assessment be carried out if
should be taken to assess the work need? there is no medical report?
adjustment needs of an employee with The employee should discuss their In some cases, the assessment will be
a medical condition or impairment needs and possible access issues, straightforward and can be carried
before they’ve been rehabilitated or but can withhold confidential out by the manager and employee
given new duties. information about their condition or without a medical report. During
impairment. The assessor may need the assessment, if the manager or
Who should carry out the a medical report, preferably from an employee becomes concerned about
assessment? occupational health adviser who has the employee’s ability to carry out a
The assessor should normally be the an understanding of the nature of task and needs a medical opinion, they
employee’s line manager, as they have the employee’s work, although there should speak to an occupational health
a good understanding of the nature may be enough information in the adviser or the employee’s doctor.
of the work. The employee should doctor’s medical certificate. The report
be involved in the assessment, as should give recommendations about Are there any confidentiality issues?
they will know how the condition or what the employee can and can’t do, Information about an employee’s
impairment might affect their work. if any modifications to the work are impairment or medical condition
By focusing the assessment on the needed, and may include suggestions should be kept confidential, unless
needs of the individual, it’s more for more help and support. These the employee has consented (with a
likely that the employee will support will form the basis of the assessment. signature) to the information being
the rehabilitation process. It will also The assessor and the employee have passed to others. The manager and
reduce the risk of discrimination. detailed knowledge about the job, and employee should agree what can be
both should have a close look at the communicated.
Specialists such as occupational health nature of the work to decide if any
or OSH practitioners should give advice adjustments are needed.
when needed.
When the assessor carries out the
Why is an assessment needed? assessment, they will need:
An assessment is needed because the - the job description and/or person
line manager may have to: specification
- make changes so that certain - where necessary, a medical report
aspects of the work are accessible describing any restrictions or
to the employee adjustments
- make adjustments to the work or - a ‘Work adjustment assessment
workplace to help the employee form’ (see page 29) – for complex
work safely and not put others at work, the assessor may have
risk. to divide the work into several
manageable chunks
The assessment process will help - records of risk assessments that
the assessor make an informed have already been carried out, as
decision about what adjustments well as codes of practice and other
are needed and whether they would safe working procedures relating to
be reasonable. The assessor should the work
back up their decisions with formally - risk assessment forms or checklists
documented evidence. This will for specific areas, such as for
minimise the risk of not meeting manual handling or work with
employment, health and safety, computers
age and disability discrimination - the assessment guidance at the end
requirements. of this appendix (see pages 30–32).
26
Carrying out the assessment: The assessor must also identify who 7 List any barriers or concerns that
a step-by-step guide is at risk. This would normally be the haven’t been resolved through
employee only, although some medical reasonable adjustments
Using the form on page 29: conditions and impairments can The assessor should record any
affect the health and safety of other concerns they’ve been unable to
1 Record the work being assessed employees, as well as customers and resolve. This may be because of a
and where the employee will be contractors. lack of information or expertise, or
based there may be major cost implications,
For some activities, such as using such as changes to the premises. The
2 Record the name of the computers or manual handling, assessor needs to decide how much
employee the assessor may have to use the of a priority these issues are in respect
employer’s existing risk assessment of allowing a safe return to work, and
3 Record the name of the person format to carry out an individual then get advice on these areas before
carrying out the assessment assessment that takes account of the they begin step 8. They might have
employee’s impairment or condition. to speak to an occupational health
4 Record any barriers to working adviser, OSH practitioner, building
To identify the potential barriers to 6 Identify the measures needed to surveyor, or someone who can give
working, use the assessment guidance improve access and minimise risk them more specialist advice on access
tables (see pages 30–32), the job These will normally be actions that to work or specialist equipment, such
description and/or person specification, the employer and employee can as a disablement resettlement officer
and any information given in the take, without the need for significant or disability employment adviser.
medical report or by the employee. extra resources. This may involve, for
example: 8 Decide whether the work is, or
5 Identify any health and safety - adapting the work of the employee can be made, compatible with
concerns or team, so that the employee the employee’s condition or
There should already be control doesn’t need to do certain tasks impairment
measures in place for general risks, so - changing the employee’s working If the assessor hasn’t been able to
the assessment only needs to focus hours deal with medium and high priority
on extra risks relating to retaining or - adapting the workplace or concerns because reasonable
appointing the employee. providing specialist equipment adjustments can’t be made, it may
- providing extra support, such as not be possible to rehabilitate the
To identify hazards and assess risks, help with travelling employee into their existing job. This
the assessor needs to take account of - revising certain practices, such as could then involve redeploying them
information in existing risk assessments emergency procedures. temporarily or permanently or, failing
and health and safety codes of that, retiring them on the grounds of
practice, as well as the sources of If the cost of adjustments is likely to be ill health or incapability. If the work
information listed on pages 19–20. more than £300, the Access to Work isn’t compatible with the employee’s
They should assess the hazards from: scheme (UK only) may be able to help condition or impairment, the assessor
- the work environment (see Appendix B, page 23). should record the reasons.
- the use of work equipment
- the use of or exposure to The assessor must carry out high or The assessor should make sure they’ve
dangerous substances or agents medium priority actions before the explored all possible solutions before
- the work activity, including employee can return to work, unless making their final decision, and keep
interaction with other people they can introduce short-term a copy of the assessment. If they’re
- the employee – if the condition measures that reduce health and safety proposing a permanent change to an
or medication may affect their risks to an acceptable level. employee’s duties, or retirement, the
behaviour employee should be referred to the
- emergencies – suitability of fire and employer’s occupational health adviser.
first aid facilities for the employee. Such decisions should not be based
purely on the doctor’s assessment.
27
9 Agree action 10 Signatures 12 Continue to support the
If reasonable adjustments can be Once the manager and employee have employee
made, the line manager should agree agreed to the assessment and the action The manager should tell the employee
with the employee what action will be to be taken, both should sign and date how their progress will be monitored.
taken, who will take it and when. The it. If they can’t agree, they can get advice One way of achieving this is for the
line manager should make it clear what from a human resources specialist. manager to get a fellow employee to act
must be done before the employee can as a mentor.
return to work. Depending on the circumstances,
the employee may want to discuss Everything should be done to make sure
The line manager should agree with the implications of the assessment the employee feels welcome when they
the employee what information can with someone else, for example an return to work, and that
be shared with work colleagues. While employee representative, before they other employees are treating the
confidentiality is important, work sign the assessment. employee well.
colleagues can become resentful if they
think that an employee on restricted 11 Record the date for the If the measures put in place don’t work,
hours or duties is being paid the interview or if the employee’s condition changes,
same as them, unless the reasons are The assessor should agree a suitable the line manager and employee should
explained. A lack of information can date to formally review the assessment, agree a realistic way forward, for
also lead to gossip or speculation about to make sure actions have been taken example redeployment.
the employee’s condition. This can be a and are effective. This should be
particular problem if the employee has within the first three months of the
had a mental health condition. employee’s return to work.
28
Work adjustment assessment form
Name of employee
What measures are necessary to help the employee return to work and to minimise risks? Priority
List the adjustments that can be put into place to address potential barriers and concerns High, medium, low
List any barriers or concerns you’ve not been able to resolve through reasonable adjustments (seek Priority
specialist advice, as required) High, medium, low
Taking the above into account, is the work compatible with the employee’s condition or impairment?
Yes
No
If no, give reasons:
Signatures
Manager: Employee:
29
Work adjustment assessment – guidance
Work demands – possible Examples of work aspects affected What you can do
barriers These are suggestions only – consider
the employee, work, equipment and
environment
Work that needs good speaking or - Work involving a high level of face- - You may be able to get equipment
hearing skills to-face or telephone communication from Access to Work, specialist
with other employees, customers and organisations or charities
so on, such as giving presentations, - Draw up a personal evacuation plan
attending meetings, reception work
- Work that needs an understanding of
complex verbal information
- Work in hazardous areas where good
communication is essential
- Emergency warnings, eg fire alarms
Work that needs good writing or - Reading and understanding complex - You may be able to get equipment
reading skills information from Access to Work, specialist
- Writing documents organisations or charities
- Work that needs an understanding of - Give the employee information in a
complex safety instructions form they can easily understand
Work that needs good eyesight - Hazardous environments, such as - You may be able to get equipment
roads, construction sites, workshops from Access to Work, specialist
or warehouses organisations or charities
- Using equipment where good eyesight - For safety reasons, you may need to
is essential, including driving vehicles give the employee new duties
or operating mobile work platforms
- Work where you need to be able to
distinguish between colours
- Work involving computers or other
display equipment
Environmental factors - Workplace layout and access to work - If you want to make physical changes
- Design, layout and location of areas and facilities to the workplace, get advice from a
building and work area - Escape in emergencies building surveyor or specialist in access
- Suitability of furnishings - Access to welfare facilities to work
- Work in areas where there is no control - Visit www.communities.gov.uk/
on the environment or workplace, eg publications/fire/
working outdoors firesafetyassessmentmeans for
information on evacuation plans for
employees
- Relocate the employee to a more
accessible area
- Give some of the employee’s tasks to
other employees, or get someone to
help them with their duties
- You may be able to get help with
funding from Access to Work
Lone working - Visiting remote sites alone - Give some of the employee’s tasks to
- Consider whether the employee - Working alone in remote parts of other employees, or get someone to
would be at increased risk, eg premises help them with their duties
because they have a significantly - Working while suffering from a - Provide an emergency communication
greater likelihood of needing medical condition that, if uncontrolled, aid, eg mobile phone or two-way radio
emergency medical support or could start suddenly, eg epilepsy
more difficulty telling others
that they need help
30
Work demands – possible Examples of work aspects affected What you can do
barriers These are suggestions only – consider
the employee, work, equipment and
environment
Work that needs good stamina, - Work in hazardous environments - If you have any medical concerns, see
concentration or alertness - Work where safety skills are critical ‘Medical issues’ (page 32, last row)
- Work that needs good perception and - Give the employee new duties
understanding of hazards - Give some of the employee’s tasks to
- Driving or operating hazardous other employees
equipment - Reduce the amount of time the
- Working at height employee spends on hazardous tasks,
or increase the number of rest breaks
- Make changes to hazardous
equipment – you may be able to get
help from Access to Work, specialist
organisations or charities
- You may be able to get funding from
Access to Work for taxis or a driver
Work where exposure to hazardous - Potential exposure to hazardous dusts - Review your risk assessments for
substances or other agents can put (eg wood dust), chemicals, biological the use of or exposure to hazardous
the employee at greater risk hazards (particularly respiratory and substances and agents
skin sensitisers), noise, vibration - Follow the advice on suppliers’ hazard
- The employee may have a medical data sheets
condition that makes them more at - Find out if suppliers have alternative
risk from sensitising agents. (Labels on types of protective equipment
some chemical bottles say ‘may cause - Reduce the period of exposure
sensitisation’.) - Introduce or increase health
- The employee may be unable to use surveillance
conventional personal protective - Give some of the employee’s tasks to
equipment other employees or, if necessary, give
the employee new duties
- Physically demanding work - Work involving lifting, bending, static - Review risk assessments for manual
- Work that needs dexterity or postures or prolonged repetitive handling and computer and other
involves repetitive tasks movements display equipment
- Work that needs mobility - Using computers - Assess the impact of giving the work
- Work that involves moving to use to other employees
equipment, facilities or interact with - Reduce physical work, provide more
other people rest breaks or work rotation, provide
specialist equipment
- Go to www.hse.gov.uk/msd
for guidance on managing
musculoskeletal disorders and
www.hse.gov.uk/humanfactors
for guidance on managing ergonomic
factors
- Relocate the employee, adjust the
work layout or arrangements, or
provide alternative tasks
31
Work demands – possible Examples of work aspects affected What you can do
barriers These are suggestions only – consider
the employee, work, equipment and
environment
Work where the employee has to - Visiting other places, buildings or - If the employee can’t drive or use
travel remote sites public transport, Access to Work
- Working in the community may be able to help with transport
- Driving, including to and from work arrangements
- Find out if the employee’s medication
has any side effects
Psychological hazards - Work in potentially stressful situations, - Use the HSE stress management
- Employees who return to eg child protection, responding to standards as a basis for discussing
work after a stress-related or emergencies with the employee the work-related
mental illness often have poor - Working where the main sources stressors that affect them, and
stamina, a reduced ability to of stress are present – for more how these could be changed or
concentrate and short-term information on the sources of stress, accommodated
see the HSE stress management - Make sure the employee doesn’t
memory problems
standards at www.hse.gov.uk/ return to a heavy workload or lots of
stress/standards/index.htm. Also, unanswered emails
see the European Agency for Safety - Get someone to help the employee
and Health at Work’s factsheets on with their duties
work-related stress and on tackling - If you have any medical concerns, see
the causes of work-related stress – ‘Medical issues’ in the row below
https://osha.europa.eu/en/ - Review the procedures for dealing
publications/factsheets/22 and with violence in the workplace, and
https://osha.europa.eu/en/ for supporting those required to work
publications/factsheets/31 in stressful situations
- If the employee has a mental health
condition, consider asking them
to draw up, with their manager,
an ‘advance statement’ covering
symptoms of relapses, who to contact
and what support they may need
– get advice from SHIFT at www.
shiftproject.org/publication/
european-commission-
employment-recruitment-
agencies-guide
Medical issues - Working in environments where it - Speak to the employee about telling
- The employee may: may be difficult to get emergency first aiders and work colleagues about
be taking medication medical support, eg lone working, their medical condition, and what
that has side effects remote working, working outdoors, they can do if the employee has an
be suffering from a chronic work that involves lots of travel emergency or relapse
lack of sleep that could - Working in hazardous environments, - In some cases, the employee may
cause fatigue or with dangerous work equipment be able to provide contacts for more
need to be near welfare advice about medical support and
facilities training for specific conditions
need to have hospital or - Provide employee with flexible hours
other medical appointments and time off for appointments
32
Acknowledgments
33
IOSH IOSH is the Chartered body for health and safety
The Grange professionals. With more than 44,000 members
Highfield Drive in over 120 countries, we’re the world’s largest
Wigston professional health and safety organisation.
Leicestershire
LE18 1NN We set standards, and support, develop and
UK connect our members with resources, guidance,
events and training. We’re the voice of the
t +44 (0)116 257 3100 profession, and campaign on issues that affect
www.iosh.co.uk millions of working people.
twitter.com/IOSH_tweets
facebook.com/IOSHUK IOSH was founded in 1945 and is a registered
tinyurl.com/IOSH-linkedin charity with international NGO status.
Institution of Occupational
Safety and Health
Founded 1945
Incorporated by Royal Charter 2003
Registered charity 1096790 FS 60566