Advice leads to professional isolation

first_img Previous Article Next Article Advice leads to professional isolationOn 1 Apr 2002 in Personnel Today I would like to describe the professional isolation that can be experiencedby an OH professional when client management decide to go against health adviceand apply pressure directly through the OH adviser’s employing company ormanagement. Rehabilitation advice I recently devised a rehabilitation programme for an employee returning towork after suffering non-work-related stress. When she returned to work, thedepartmental manager told her to work the first two weeks at half days until hehad contacted HR to find out what the actual procedure was. The HR department informed her of the referral process via OH. On her secondday back at work I saw her following an HR referral. During the consultation Ifully assessed the employee and devised a rehabilitation plan consistent withmy findings and the ability of the employee. This plan would have seen theemployee back at work within four weeks. However, when the employee returned to her department and informed thesection manager of the plan, the manager telephoned me and challenged meregarding the proposed plan. During the conversation the manager became quiteangry, stating she would be logging a complaint. She also tried to gain medicalinformation from me and stated she knew about the employee’s problems and feltshe was fit to resume work. At this point I told her that I would not discuss any aspect of the casewith her and directed her to contact HR. She did this and logged a complaintabout my attitude and questioned my ability to implement the rehabilitationpackage. This complaint was then forwarded and my manager was asked to investigate.During this investigation it was found that I had acted within the boundariesof my role. However, after this, a cascade of minor events were brought to my attentionthrough my manager. I started to wonder if this had anything to do with myprevious actions. Out-of-hours presence Following this, the company had arranged a teambuilding exercise at a localhotel, which was followed by an evening meal. I had previously informed mymanager that I could not attend in the evening. Two days before the event, my manager asked me in front of eight otheremployees if I would be going to the evening function. I said I would be goingall day but could not attend in the meal. At this point she told me I would begoing and that it was part of my contract to be flexible to the client’srequirements. Later that day my manager said she wanted a meeting with me to discuss theclient’s concerns over some aspects of my work. I attended and was shocked atallegations (without evidence) that there had been several complaints regardingmy work. Some of the issues being raised made me to think there was some sortof conspiracy going on. I would recommend anyone with similar problems to contact the RCN as it hasbeen a good source of support. Name and address supplied Has anyone experienced a similar situation or have any advice to offer ourreader? Call Eliza O’Driscoll on 020 8677 1951 or e-mail eliza [email protected] Comments are closed. Related posts:No related photos.last_img read more