Dear All,
Putting forward a live case study. In a particular department of a manufacturing company, a worker is unable to perform his normal duties due to certain medical problems. He is also suffering from some sort of mental/psychological problem, which makes him unable to work intelligently or even comprehend an order properly by the executives. At present, he hardly does anything except for small errands like carrying some tools or documents, etc. The management has written to his family to get him proper treatment at the company hospital. However, his family (wife & 2 children) are scared that the hospital might declare him invalid, leading to a job loss. For them, it would be better if he continued to attend the office even if he was unable to work, so that at least there's money coming home every month. The said employee is, however, very punctual and attends duty daily. His family members escort him to the company gates every day and then back from the gate after duty hours.
Promotion Policy
The promotion policy is determined by two major factors:
- Attendance of more than 240 days
- Performance
To be promotable, the employee needs to have more than 240 days in the last four years and a performance rating better than 'C', with no disciplinary proceedings underway and/or in punishment.
Union Agreement
The union(s) have made some sort of an internal pact with the production head of the particular department, allowing him to come to duty without taking any disciplinary or other measures in lieu of not giving him a promotion when due. It was found out that the department, in fact, had not been filling up his yearly confidential records for about five years now. When the incident was discovered, the department was made to fill up his CCR for the last few years. It was also thought that following this measure, a note would be prepared ordering the worker to go for a compulsory medical test. The future legal position of not giving CCR and promotion was also kept in mind.
In the meantime, what else should be done and what should be the course of action of the HR department?
Regards,
Jay
From India, Purulia
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20Putting forward a live case study. In a particular department of a manufacturing company, a worker is unable to perform his normal duties due to certain medical problems. He is also suffering from some sort of mental/psychological problem, which makes him unable to work intelligently or even comprehend an order properly by the executives. At present, he hardly does anything except for small errands like carrying some tools or documents, etc. The management has written to his family to get him proper treatment at the company hospital. However, his family (wife & 2 children) are scared that the hospital might declare him invalid, leading to a job loss. For them, it would be better if he continued to attend the office even if he was unable to work, so that at least there's money coming home every month. The said employee is, however, very punctual and attends duty daily. His family members escort him to the company gates every day and then back from the gate after duty hours.
Promotion Policy
The promotion policy is determined by two major factors:
- Attendance of more than 240 days
- Performance
To be promotable, the employee needs to have more than 240 days in the last four years and a performance rating better than 'C', with no disciplinary proceedings underway and/or in punishment.
Union Agreement
The union(s) have made some sort of an internal pact with the production head of the particular department, allowing him to come to duty without taking any disciplinary or other measures in lieu of not giving him a promotion when due. It was found out that the department, in fact, had not been filling up his yearly confidential records for about five years now. When the incident was discovered, the department was made to fill up his CCR for the last few years. It was also thought that following this measure, a note would be prepared ordering the worker to go for a compulsory medical test. The future legal position of not giving CCR and promotion was also kept in mind.
In the meantime, what else should be done and what should be the course of action of the HR department?
Regards,
Jay
From India, Purulia
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Did you manage to get the employee medically examined as is planned? If so, what is the outcome of medical examinations? Based on the findings, an appropriate reply can be posted. Thanks R K Nair
From India, Aizawl
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From India, Aizawl
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Dear Jay, The case you've presented is really a concerning one. Terminating his employment due to medical invalidation may seem like the easiest and safest managerial decision, but it reflects a callous managerial attitude, accentuated by cruel tactics to eliminate an unproductive human resource. Let your HR department first decide whether this is the only ultimate choice for solving the issue. Aside from his deficient understanding, does he have any behavioral disorder that could endanger himself or others on the shop floor? If not, why don't you consider redeploying him to a non-production area?
Regards,
From India, Salem
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Regards,
From India, Salem
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In our office, an employee joined in 2012 and worked for three years. However, due to brain tuberculosis, the employee became paralyzed and is now unable to perform duties, requiring assistance to remain in a chair. We are faced with the challenge of neither being able to remove the employee from the company due to medical unfitness nor retain the employee without active duties.
Given the humanitarian aspect, the company is covering the employee's medical expenses. What steps should be taken in such cases?
From India, Hyderabad
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Given the humanitarian aspect, the company is covering the employee's medical expenses. What steps should be taken in such cases?
From India, Hyderabad
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