Training on the job, train and place, or work assessment

Note: The decision maker may be a case manager, re-employment (RE) specialist or industry specialist.

Ensure the criteria for a work placement program is meet in the Key Information above before proceeding. If the criteria are not met do not proceed with this review. 

Arrange an initial discussion. Contact the worker and the TOJ/TaP/WA employer to discuss the work placement program. Consider arranging a conference call with both the worker and employer. 

Obtain details about the TOJ/TaP/WA position and negotiate the length of the work placement and benefit or subsidy schedule. Inform the employer that reimbursement is based on the worker's gross earnings and does not include:

• Overtime
• Holiday pay
• Employer's portion of Employment Insurance
• Canada Pension Plan contributions
• WCB premiums or
• GST 

Determine the length of the program, consider the following:

• Is academic or on the job training required?
• For academic training, what date can training begin and how long will the training take to complete before the TOJ portion of a TaP program can begin?  
• Will the work placement result in a permanent position? What does the worker need to gain skills and experience for a specific job?
• Following training, what period of time will be required for the TOJ or WA?
• Will increasing the length of the TOJ/TaP/WA program allow the worker to obtain more skills and experience necessary for the success of their re-employment plan?

Together, set expectations for the position and collaboratively define and document the following program details:

• Main contact person for the employer.
• Position title and job description, including physical demands analysis to support the position is within the worker's work restrictions.
• Tuition costs for the training portion of a TaP program and benefits that will be paid to the worker (VR02) during the training.
• Salary and WCB subsidy and reimbursement schedule (try to coordinate pay periods with the reimbursement schedule)
• Handling of overtime and holiday pay.Ensure the worker is aware that WCB does not pay overtime or holiday pay as part of TOJ/WA/TaP and the reimbursement is based on gross earnings.
• Hours of work per week (should be within the range of hours worked with the date-of-accident employer).
• Start and end dates.
• Additional supports (e.g., work modifications, tools, clothing, fees, books, training costs).

If concerns arise regarding the work placement program. Explore resources and supports to address barriers (e.g., in-person meetings at the worksite, return-to-work planning discussions, ergonomic assessments, or other available supports). Review and implement recommendations to resolve obstacles until the work placement terms are finalized.

TOJ identified after supported job search is completed:

In some circumstances a TOJ may be identified after a supported job search is completed and a job option and job lead are identified. The TOJ position may not maximize a worker's earnings but is provided to aid the worker in securing employment. In these circumstances it must be clearly explained and documented with the worker that the top up of wages will be based on the TOJ position until the TOJ concludes. Once the TOJ concludes any remaining wage loss will be based on the job option and job lead earnings identified in supported job search because the worker would be considered underemployed. 

If the worker declines to participate, refer to the Worker declines to participate in a work placement program section.

Review the terms of the work placement program and determine the programs suitability and potential for success. 

Key considerations include:

• Are the job duties appropriate given the worker's restrictions?
• Is it likely the program will result in permanent job placement?
• Will the worker gain specific skills and experience?
• Does the program duration provide sufficient time for the worker to competitively employableA worker is competitively employable for a position when they can reasonably compete with other applicants for a position because they meet the core requirements of the position, possess the skills and abilities the employer requires and the employer will accommodate minor restrictions, equipment and aides. The worker may not have the exact skills, experience or education that an employer is looking for in an ideal world, by they have equivalent skills, experience and education such that the employer would reasonably consider them for the position.? For TaP program, assess both the training period and the TOJ separately?
• Does the subsidy schedule gradually reduces the wage subsidy to 0%? For example:
  • Month 1- 100%
  • Month 2 - 75%
  • Month 3 - 50%
  • Month 4 - 25%
  • Month 5 - 0%
• Is the workplacement program the best option for the worker, or would a supported job search plan be more effective?
• What approvals are required and consider if the work placement program will exceed nine months? For TaP programs consider the training costs separately from the TOJ (work placement) portion.

Approval process and levels

• Ensure the cumulative costs for re-employment services, along with the associated work placement program costs, are approved by the appropriate level of authority. Refer to the Levels of Authority manual for guidance.
• If a TaP program (training and TOJ period combined) will be longer than nine months in total, approval from the Customer Service manager is required.
• If a TOJ/WAs (not including the training portion of a TaP program) will exceed nine months, approval from the Customer Service manager is required. 

The Service Manager Millard Health or Manager Client Services-Industry can be consulted for any questions on the duration of the work placement programs.

If it is determined the work placement program is not suitable:

• Document the rationale for denying the program and submit the recommendation to the supervisor for review.
• Inform the re-employment provider or industry specialist involved in negotiating the work placement program, that a recommendation to deny the work placement was sent to the supervisor for review.

Call the worker and the employer to discuss the decision and rationale to approve or not approve the work placement program.

If the decision is approved:

Confirm approval of the work placement program and discuss the terms agreed to during the initial call(s). Explain that an agreement letter will be sent outlining the terms of the work placement program. Request a signed copy be returned if there are no concerns with the agreement.  

When the signed agreement is returned, review the details of the agreement. Contact the work placement employer to obtain missing information, if required.

Call the re-employment specialist and/or industry specialist to advise whether the work placement program has been approved for more than nine months, if applicable.

If the decision is not approved:

Explain the basis for the decision and discuss the next steps in the worker's re-employment plan (e.g., consider other suitable jobs identified and whether the worker is eligible for a wage loss supplement). End this procedure and continue to manage the claim, as appropriate. 

If the worker declines to participate, refer to the Worker Declines to Participate in a work placement program section.

If the worker was offered a work placement program with an employer other than the date-of-accident employer but the worker is not ready to participate in re-employment services (e.g., the worker does not have a fitness level), end this procedure and continue to manage the claim.

Review the worker’s expected TOJ/TaP/WA earnings to determine if there is a loss of earnings. 

Train and Place (TAP)

During the training portion of a work placement program, WCB will cover the cost for tuition (VRA02) and pay the worker re-employment benefits (VR02) during the training. 

Training on the job or Work assessment (TOJ/WA)

If there is a loss of earnings and the worker has:

• Temporary restrictions, implement a Temporary Partial Disability (TPD) benefit based on actual earnings for the position.
• Permanent restrictions, implement a one-year Temporary Economic Loss (TEL) benefit based on actual earnings.

Refer to the 8-1 Wage loss supplement final approval procedure for the TPD or TEL approval process.

Note: The work placement employer is paid to subsidize the wagesType of payment code to reimburse the employer is VRE02. they are paying to the worker based on the agreed upon reimbursement schedule in the TOJ/WA agreement. The worker is paid a TPD or TEL to top up their wages if they are experiencing a loss of earningsA worker may experience a loss of earnings when the salary paid for work placement position is less than their date of accident salary. in the TOJ/WA position.

When the worker’s pay will fluctuate from week to week or month to month, consider whether temporary partial disability (TD-02) benefits less earnings should be paid.

When the worker is already in receipt of an Economic Loss Payment (ELP) or Temporary Economic Loss Payment (TEL), consider whether it would be more appropriate to adjust the existing wage loss supplement to reflect the earnings of the TOJ/TaP/WA position.  

Train and Place (TAP) monitoring

During the training portion of a work placement program, the case assistant on the unit specific VR02/TOJAll academics and TOJ's for these units are monitored through two desks. CA CSOU/CORE/CNOR VR02/TOJ desk and CA ICON/LEMP/TOTL VR02/TOJ desk. Special Care claims are assigned to the case assistant for that team. desk will monitor the claim, until the worker is ready to start the TOJ portion of the TaP.  Refer to Procedure 7-4 for retraining programs. The case assistant will coordinate with the case manager when the worker is ready to start the TOJ portion of the TaP. 

TOJ and WA monitoring

Contact both the worker and employer within the first two weeks of the TOJ/WA start date for early resolution of any issues that may arise (for example, the job is not suitable, worker is not learning the skills, poor attendance, etc.).  

When no issues arise and further claim management is not needed, send the worker the appropriate letter detailing the agreed-upon TOJ/WA plan. This letter should outline expectations and the worker's responsibilities regarding participation. Make sure the worker has the contact information for the case assistant who will oversee the work placement program. Transfer the claim to a case assistant for monthly follow-up. The case assistant contacts the worker and the employer monthly until the work placement program ends. Refer to the Case Assistant: Monitor the work placement program section.

Issues with the work placement program

When issues or barriers are identified at any point during the work placement program, the case assistant transfers the claim to the TOJ team lead to resolve them. 

The TOJ team lead contacts the worker or employer to address the issues and discuss ways to resolve them (e.g., additional training, workplace modifications or other available assistance).  

Consider whether the following supports and/or resources will resolve the issues, including:

• An in-person meeting at the worksite or a return-to-work planning meeting/discussion.
• An ergonomic assessment.
• Workplace modifications.
• Additional training.
• Discussion with the re-employment provider who was involved in arranging the TOJ.
• A referral to an industry specialist.

When appropriate, develop an action plan to resolve the issues over a period of time. In this case, the TOJ team leads continues to monitor the work placement program biweekly until all concerns have been addressed.

If the issues are resolved (or appear to be progressing toward resolution) and the work placement program will continue for some time, the TOJ team lead transfers the claim to the case assistant for monitoring. Refer to the Case Assistant: Monitor the work placement program section.

Risk of work placement being discontinued 

If the employer is reporting they may not want to continue the work placement program, determine if there is a way to resolve the issues so that the program can continue. Consider requesting an industry specialist to contact the employer.

If there is no way to resolve the issues and the work placement program is discontinued, confirm:

• Who discontinued the work placement program.
• Why it was discontinued.
• The job demands of the work placement position.
• What the employer would pay an employee to start in the position and what they would pay after one year in the position.

Upon receiving notice of a discontinued work placement program, refer the claim for assignment to a TOJ team lead to work with the decision maker to determine what additional steps are needed and the worker's entitlement to additional benefits. 

Before the end of the work placement program term, contact the worker and employer to confirm if the work placement program was successful and whether a permanent employment opportunity is available, or if an extension of the program is recommended.

If the worker's work placement program was successful:

• and becomes permanent: Request the worker’s anticipated salary increases for the next five years from the employer.
• and the worker will not continue working in the TOJ position, discuss the reasons why (i.e. job not suitable, worker resigned, employer terminated the work placement program). 

If the worker's work placement program was not successful or was discontinued, consider the reason why, whether the worker gained sufficient skills for the TOJ/WA position to be competitively employable in the position, and if the worker was expected to continue in the position. 

Proceed to the next step to determine the worker's eligibility for further benefits and services.

Work placement program extension requests

If the employer requests an extension: Consider the reason for the request and whether the extension will improve employability options.

If an extension is determined to be appropriate and:

• will be less than nine months, approve the extension. Call the worker and employer to notify them of the approval and transfer the claim to the case assistant.
• the total TaP/TOJ/WA length will be longer than nine months, document the basis for the extension and send it to the Customer Service manager for approval. 

If the extension is approved, request an extension of the TPD or TEL payment, if required, for the remainder of the work placement extension. Transfer the claim to the case assistant to monitor until the end of the extension.

If an extension is not approved or the worker’s work placement program ends: Document the outcome of the work placementInclude details on whether the work placement program was successfully completed, discontinued or suspended and whether it led to a permanent employment opportunity.  Include details on whether the work placement program was successfully completed, discontinued or suspended and whether it led to a permanent employment opportunity.program and continue to the next step to determine the worker's eligibility for benefits and services.

Depending on the outcome of the work placement program, the TOJ Lead reviews the worker's eligibility for a wage loss supplement and/or eligibility for additional re-employment services. 

Work placement program successfully completed

If the work placement program was successfully completed and

• led to permanent employment with no loss of earnings, a wage loss supplement (WLS) is not payable. Close the claim or transfer to the case assistant, when appropriate.
• led to permanent employment and the worker is experiencing a loss of earnings, use the TOJ position earnings and determine the WLS type payable going forward (i.e., request approval for a new TEL or convert to an ELP).
• led to permanent employment and the worker is experiencing a loss of earnings but there was a documented plan that the TOJ position paid less than a job option and job lead previously identified during supported job search, use the job option earnings and determine the WLS type payable going forward (i.e., request approval for a new TEL or ELP).
• the worker will not continue in the position and:
  • the position was suitable, review the earnings for the work placement position and determine the type of wage loss payable.
  • the position was not suitable, review what re-employment services were completed and whether another suitable job option was identified. Determine if the worker is eligible for any additional re-employment services (e.g., referral a job option service, triage assessment, or supported job search services).
  • the worker resigned, confirm the reason why they ended the work placement program. Depending on the reason, consider discussing duty to cooperate and explain any impact to the worker's benefits. Determine if the work placement position can be used for estimating earnings or identify another suitable position for estimating purposes (e.g., consider job options identified during previously completed re-employment services or request a job option service).
  • the employer terminated the work placement program, confirm the reason the work placement program ended and, consider whether the work placement position can be used for estimating earnings or whether another suitable position is needed for estimating purposes (e.g., consider job options identified during previously completed re-employment services or request a job option service).

Work placement program not successful or discontinued

When the work placement program was not successful or discontinued:

• And the worker gained sufficient skills during the work placement program to be competitively employableA worker is competitively employable for a position when they can reasonably compete with other applicants for a position because they meet the core requirements of the position, possess the skills and abilities the employer requires and the employer will accommodate minor restrictions, equipment and aides. The worker may not have the exact skills, experience or education that an employer is looking for in an ideal world, by they have equivalent skills, experience and education such that the employer would reasonably consider them for the position. in the position, continue to estimate earnings based on the position. No further re-employment services are required.
• And the worker did not gain sufficient skills during the work placement program to be competitively employableA worker is competitively employable for a position when they can reasonably compete with other applicants for a position because they meet the core requirements of the position, possess the skills and abilities the employer requires and the employer will accommodate minor restrictions, equipment and aides. The worker may not have the exact skills, experience or education that an employer is looking for in an ideal world, by they have equivalent skills, experience and education such that the employer would reasonably consider them for the position. in the position, determine if the worker has a long-term job option. When the worker:
  • has a long-term job option and has remaining supported job search benefits (e.g., has not yet completed 12 weeks of SJS), arrange for the worker to complete the remainder of their SJS.  
  • has a long-term job option and does not have remaining supported job search benefits (i.e., has completed 12 weeks of SJS), obtain a job lead for the job option position. Refer to the 8-1 wage loss supplement final approval procedure.
  • does not have a long-term job option, refer the worker for additional re-employment services.  
• By the worker and it was reasonable to expect them to continue in the work placement program as the position was physically suitable, convert the existing TPD or TEL to an ELP or new TEL (if the loss of earnings will end within 5 years) based on the salary for the work placement position (unless a job option position and job lead were previously identified for a position that better maximizes earnings). 

Note: The job offer details obtained in the negotiation process are sufficient to proceed with final approval for a wage loss supplement (WLS). Additional supporting documents (ALIS, LMP, LMA) or job leads are not required.