Once considered an “ignored step-child”, the Americans with Disabilities Act (ADA) has risen to star status as integrated absence management (IAM) has evolved.
Whether your organization has a vision of employee inclusion, or holds a tighter focus on compliance, the ADA has acquired importance since Congress passed the ADA Amendments Act in 2008. Employers are motivated to increase integration among their IAM-based programs to identify accommodation needs and meet them successfully. And in most organizations, it does not matter if inclusion or compliance is the primary focus; both are developed on parallel tracks to meet corporate needs.
Employer Example: EY
The experience of EY (formerly Ernst and Young) is a case in point. As a professional services organization providing skilled personnel to clients, “our product is our people,” notes Susan Morrison, Associate Director, Total Rewards/Benefits. EY’s global workforce of 231,000 includes 45,000 U.S. employees with an average age of approximately 27 years, she said.
EY U.S. is driven by a vision of employee inclusion and success, which affects its benefit policies in numerous ways. Unlike many employers, EY provides salary continuation before a short-term disability (STD) claim is approved, and EY manages the use of salary continuation in-house. Historically, this model was the norm. But during the development of integrated disability management, some employers rejected that model to contain costs, and to give employees a financial motivation to return to work (RTW) as early as possible.
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