Page 190 - HA Convention 2015

Service Priorities and Programmes Free Papers

SPP7.6 Committed and Happy Staff 13:15 Room 221

Disability Management Programme in Hospital Domestic Services Supporting Unit
Wong KCM 1, Cheng CPY 2, Cheuk RHC 3, Lee EWC 1, Wan DYT 3, Lee ETY 3, Lau TFO 2, Fok JPC 1, Li PKT 1
1Occupational Medicine Care Service, New Territories East Cluster, 2Occupational Safety and Health,
3Domestic Service Supporting Unit, Tai Po Hospital, Hong Kong

Introduction

Workers in hospital domestic services supporting unit (DSSU) are required to perform manual handling tasks such as dusting
and mopping during ward cleansing. During heightened infection controls, the demands are expected to increase. The
injury on duty (IOD) rate was on rising trend from 2010 to 2012 that an initiative was taken. This paper highlights how various
stakeholders worked together to enhance workplace occupational safety and health (OSH), improve workers’ function and
facilitate return to work (RTW) arrangement.

Objectives

(1) To identify workplace safety issues and work on improvement measures through staff engagement and management
support; (2) to help the injured staff to resume their worker’s role and regain productivity; and (3) to proactively identify staff
with health related work difficulty and support them with appropriate work accommodation.

Tuesday, 19 May Methodology

Hospital OSH team and DSSU worked closely with Occupational Medicine Care Services in the Disability Management
Programme. Worksite meetings and visits were conducted with frontline staff. OSH hazards were identified, corresponding
OSH advices, MHO training and a new ladder trolley was tailor-made to enhance work safety. Based on injured staff’s
health condition, medical recommendations were given to support their capability in performing different tasks at work.
RTW plan was formulated with engagement from staff and supervisor. The staff could voice out their concern in performing
any specific job tasks while supervisor could elaborate the room for work accommodation under operation needs. Genuine
communication among worker, supervisor and OMCS with expectation management paved the way for realistic goals setting
and further success in our DMP.

Results

After implementing DMP from early 2013 to the end of 2014, a significant drop in average IOD sick leave (SL) day was noted.
The average SL day per injured staff dropped from 164 days (from 2010 to 2012) to 38 days (from 2013 to 2014). The drop
in IOD figures was postulated by OSH improvement measures and appropriate work accommodation under the DMP. Staff
feedbacks towards DMP were encouraging, 80% respondents rated very satisfactory in the evaluation survey. Supervisors’
feedbacks were also very positive that DMP can help to facilitate timely RTW and subsequent work arrangement.

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