Addressing Psychosocial Factors and Creating a Return to Work Plan for Sam with Chronic Fatigue Syndrome

QUESTION

Sam’s situation.

Sam is in his mid-forties and has worked for the same company for twelve years. He works in the warehouse of a unionized company that produces a variety of auto parts. His major job is operating a forklift, but he also must lift boxes weighing between ten and forty pounds, due to not having enough staff. His major job is operating a forklift, but he also must lift boxes weighing between ten and forty pounds, due to not having enough staff in the warehouse to do this part of the job.

At times he must climb ladders to check on boxes of inventory that are ranged on high platform shelves. Sam has been feeling tired for months, he has occasionally exprienced feelings of weakness in his arms and legs that he attributed to simply being out of shape. When he felt tired or weak, and there was heavy lifting to be done, he would try to find an errand that needed to be done or take a bathroom break. Sam has had on and off absences for the past year, and his co-workers and manager are very frustrated. Sam has been diagnosed with chronic fatigue syndrome. He was approved for short-term disability for 4 months. Sam has now been given medical clearance to return to modified work program over 6 weeks. There is a manager’s job coming up that requires knowledge of a computer based warehouse inventory and scheduling program, and Sam would like to be retrained for that position. His financial goals are to continue working so he can build up an RRSP and get his morgage paid off, as he has 2 school age kids and his partner is currently lay-off. Sam feels the pressure to do overtime to provide for the family. Unfortunately, Sam’s co-workers have labelled Sam as lazy and as a shirker who disappears every time there is a hard job to be done. Sam’s co-workers have started to leave him out of conversations and dont invite him to eat lunch with the group anymore. Even though they know that Sam is not feeling well and understand at some level that what appeared to be laziness was simply a coping behaviour that label has stuck. Two of them have privately gone to the warehouse manager and indicated that they would not feel motivated about their work if Sam receives what in fact would be a promotion. Somehow Sam has found out that his co-workers have been talking about him and think he is lazy which has left him feeling anxious and unsure of his relationship with the team. Human Resource department could transfer Sam to a position in the customer service center where his knowledge of the inventory system  and inventory system would be useful. However, the pay and benefits package are substantially lower, and he suspects that Sam would not accept this.

QUESTION 1: 

• What factors( consider the 13 psychosocial factors) from the scenario do you think may be contributing to the way Sam is currently feeling, explain why?  
• If you were Sam’s Manager, what steps would you take to address the current situation? 

Does the workplace have a duty to accomodate?    

Question 2. 

Based on Sam’s condition, and you as the Return to Work coordinator, please respond to the following: 

• What kind of workplace changes or modifications might you be able to provide for Sam to support his management of chronic fatigue syndrome? 
• What information do you require? 
• What tool would assist you in developing a return to work plan?  
• How would you assist Sam in return to work accomodation? 

You are required to develop and provide a return to work plan for Sam.

Please reference your sources

ANSWER

 Addressing Psychosocial Factors and Creating a Return to Work Plan for Sam with Chronic Fatigue Syndrome

Introduction

In this essay, we will explore the factors contributing to Sam’s current situation and feelings in his workplace, where he is dealing with chronic fatigue syndrome. As Sam’s manager, we will discuss the steps to address the issues and create a supportive environment for him. Additionally, as the Return to Work coordinator, we will propose workplace changes and accommodations to help Sam manage his condition effectively.

Question 1: Factors Contributing to Sam’s Current Feelings

Several psychosocial factors can be identified in Sam’s situation that may be contributing to his feelings of anxiety and uncertainty in the workplace:

Stigmatization and Labeling: Sam’s co-workers have labeled him as lazy and a shirker due to his coping behavior of avoiding physically demanding tasks when experiencing fatigue. This stigmatization has led to exclusion from social interactions, impacting his emotional well-being.

Job Insecurity: Sam may feel pressure to prove his worth to secure a potential promotion, especially considering his partner’s lay-off and the financial responsibilities he carries for his family.

Lack of Support: Sam’s co-workers’ negative attitudes have created an unsupportive work environment, where he does not feel understood or encouraged, worsening his feelings of anxiety.

Workload and Physical Demands: Sam’s job involves operating a forklift and lifting heavy boxes, which exacerbates his chronic fatigue syndrome, leading to absenteeism and difficulties in carrying out his tasks effectively.

Fear of Job Change: The potential transfer to the customer service center with lower pay and benefits may discourage Sam from considering the alternative position.

Addressing the Current Situation as Sam’s Manager

As Sam’s manager, it is crucial to take the following steps to address the situation and support him effectively:

Education and Sensitization: Conduct workshops or training sessions for employees to raise awareness about chronic fatigue syndrome and its impact on individuals. This will help combat the stigma and create a more empathetic work environment.

Facilitate Communication: Foster open communication between Sam and his co-workers to encourage understanding and empathy. Address misconceptions and encourage dialogue to build a supportive team.

Reasonable Accommodations: Explore job redesign possibilities that minimize the physical demands on Sam, such as delegating heavier lifting tasks or providing additional support in handling inventory checks.

Flexible Work Schedule: Offer flexible working hours, if possible, to allow Sam to manage his condition better and maintain a work-life balance.

Consideration for Promotion: Evaluate Sam’s potential for the manager’s position, considering his knowledge of the inventory system and his dedication to building an RRSP and paying off his mortgage. Focus on his skills and experience rather than the negative perceptions of his co-workers.

Does the Workplace Have a Duty to Accommodate?

Yes, the workplace has a duty to accommodate employees with disabilities, including chronic fatigue syndrome, under the principles of equal employment opportunities and anti-discrimination laws. As per the Americans with Disabilities Act (ADA) in the United States or other relevant legislation in different countries, employers must make reasonable accommodations for employees with disabilities to enable them to perform their essential job functions.

Question 2: Developing a Return to Work Plan for Sam

To support Sam’s return to work after being on short-term disability due to chronic fatigue syndrome, the following workplace changes and modifications can be provided:

Reduced Physical Demands: Assign Sam to tasks that are less physically taxing, prioritizing his expertise in the inventory system and scheduling program. Limit heavy lifting and ladder climbing responsibilities to prevent exacerbation of his condition.

Flexible Work Hours: Allow Sam to have flexible work hours to accommodate his energy levels and manage fatigue effectively. This will help him balance work and family responsibilities.

Job Restructuring: Modify Sam’s job description to focus more on the computer-based tasks related to inventory management and scheduling, minimizing physical exertion.

Supportive Work Environment: Foster a supportive workplace culture through sensitization programs for employees and promote understanding and empathy towards Sam’s condition.

Regular Breaks: Allow Sam to take short, frequent breaks during his shifts to rest and recharge, improving his productivity and well-being.

Information Required

To develop an effective return to work plan for Sam, the following information would be necessary:

Medical Documentation: Detailed medical reports and assessments confirming Sam’s diagnosis of chronic fatigue syndrome and any recommended accommodations or restrictions.

Job Description: A comprehensive understanding of Sam’s current job responsibilities and the physical demands associated with them.

Expert Consultation: Input from medical professionals and occupational therapists who can provide guidance on suitable workplace adjustments.

Tool for Developing a Return to Work Plan

A crucial tool in developing a return to work plan for Sam would be a collaborative approach involving the employer, medical professionals, and Sam himself. This ensures that all perspectives are considered to create a comprehensive plan that addresses his specific needs.

Conclusion

Sam’s situation highlights the importance of addressing psychosocial factors in the workplace to support employees dealing with chronic fatigue syndrome or any other disabilities. As Sam’s manager, creating a supportive and understanding work environment, coupled with reasonable accommodations, will enable him to contribute effectively while managing his health condition. Furthermore, as the Return to Work coordinator, implementing workplace changes and modifications in line with medical recommendations will facilitate Sam’s successful return to work and enhance his overall well-being and job satisfaction.