Alison Daily, RN, BSN, CCM, FLMI

Alison Daily
2nd VP of Clinical and Vocational Services

As a former labor and delivery nurse, Alison Daily has a strong connection to children. That’s why she’s so passionate about the Southwest Community Health Center, an organization that delivers primary care to the underserved population in the Portland area.

Alison brings that same passion to her job with Workplace Possibilities at The Standard. She oversees the clinical and return-to-work staff and works closely with The Standard’s medical director, physician staff and consultants.

Alison earned a bachelor of science degree in nursing from Oregon Health Sciences University in Portland. She also holds a bachelor of arts in psychology and management from Sonoma State University in Rohnert Park, Calif. She still maintains her Oregon nursing license.

When Alison is not at work, she’s busy knitting her family wool socks (they have drawers full!) or brainstorming her latest home remodeling project.

Posts by Alison Daily

Getting a handle on employee job stress: Part two

In my first post on handling employee job stress, I walked through ways employers could spot the signs of stress, along with a few tips to increase communication with employees around this issue. As a next step, you also can consider some out-of-the-box solutions that can be very effective in helping employees alleviate mind and body stress at work.

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Getting a handle on employee job stress: Part one

If your employees were dealing with job-related stress, would you be able to recognize the signs? Would you choose to address it or do nothing at all? Employees are trying to deal with heavier workloads and increased responsibility in the workplace (aka “doing more with less”), which is leading to excessive stress and, in return, lower productivity. Where some employers shy away from addressing the issue head on, you and your management team might consider intervention as an option. This first post in a two-part series will offer ways you can take charge of employee job stress in your workplace.

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4 key takeaways from the Americans with Disabilities Act

The Americans with Disabilities Act (ADA) applies to employers with 15 employees or more. However, some state laws could apply to even smaller employers. Understanding the ADA can be difficult, especially after it was significantly amended effective Jan. 1, 2009. A lot of information is covered. Not surprisingly there is more to know than can fit in this blog post! But after I looked over some of the recently released regulations, I did spot some key takeaways and thought I’d share them here.

Resources and solutions for complex disability claims

In the first part of this series on solutions for small employers, we explored the importance of staying connected and offering help to your employees during basic disability situations. But what should small businesses do when the situation gets more complex?

Often, complexity stems from the lack of information or conflicting information around what accommodations an employee needs to be successful in the workplace. There are several simple solutions to this problem.

Disability management solutions for small businesses

In the United States, 99.7 percent of employers have fewer than 500 employees.[1] Yet, I’ve found most of the tools, trainings and approaches for returning employees to work are designed for the .3 percent of employers with more than 500 employees. That seems like a pretty big disconnect to me. What’s a small employer to do?

Needle in a haystack

For years, searching for a successful return-to-work case has been like searching for a needle in a haystack. Disability companies have tried everything from creating proprietary algorithms to having nurses answer the phone to increase their success rates. Nothing seemed to really move the needle.

A couple of years ago, we sat down and said, “Why can’t we crack this nut? We’re smart people with years of experience.” We saw so much potential and upside with return-to-work and so much opportunity (and don’t even get me started on stay-at-work!). But, so many opportunities were lost because one member of the triangle — employee, employer or physician — wasn’t cooperating.

We asked ourselves, “What’s getting in the way? Why can’t we be more influential in this situation?” We’re the experts, but trying to move these three parties in the same direction is sometimes like herding cats!

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