WOMAN'S HEALTH PROGRAMS
Women comprise half of the U.S.'s workforce and experience more acute and chronic conditions such as depression, have more preventable diseases and, account for a higher percentage of physician visits.. Women also tend to utilize EAPs and promotional/preventive health programs more frequently when offered by their employers. Many employers have begun to offer programs and health plans that address women's specific health care needs.19
Johnson and Johnson is a leader in recognizing the impact of the overall mental and physical well-being of its employees on work. It has approximately 38,000 employees in the U.S., and one-half of them are women. Johnson and Johnson recently introduced a new integrated approach to medical, wellness, employee assistance, and disability management called Health and Wellness. Through its Wellness and Employee Assistance Programs women have been provided additional support for physical and mental health issues, as well as work and family benefits that may ease the stress level for many women. These include: on-site Child Development Centers which provide care for children from six weeks through accredited kindergarten; child/family leaves of up to one year including benefits continuation; flexible work schedules that allow employees to tailor their working hours to suit their family needs and responsibilities; accessible preventive health services such as routine mammograms, pelvic exams and pap smears; accessible counseling services for emotional disorders, stress and other lifestyle personal issues.20
Practical suggestions for small business
Often smaller businesses (less than 50 employees) cannot afford to have a specific Employee Assistance Program or medical and rehabilitation experts on staff. However, the model that is used by many large employers can be adapted to a small setting Based on reported experiences by the smaller employer, the Employer's guide to the Americans with Disabilities Act offers the following suggestions for managing and reducing disability costs:21
* The personnel or human resource director or other appropriate officer of the company should visit the employee who is on a medical/disability leave as soon as practical to demonstrate concern and encourage an early return to work.
* Always try to return the worker to his or her old job, even if an accommodation or flexible work time is required. This minimizes complications to the employee, reduces stress which may trigger a reoccurrence of depressive symptoms, and maximizes the company's advantage of having a trained employee.
* Use community resources. State or local rehabilitation agencies and support groups may aid in a successful return to work with minimal or no expense to the business.
* If necessary, ask your workers' compensation, health or disability insurance company for resources and assistance for reasonable accommodations.
* Make a special effort to inform the employee's physician or mental health professional regarding requirements of the job and possible changes and accommodations.
