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Results

Managers are generally aware of the injury management process but may not always fully commit to the function (especially if other things come up to distract them). There is an understanding of the management role in the system but they do not always participate.

The return to work coordinator may also have another position and when time is limited for the return to work function it can be put to the side in favour of the substantive role. This can send a message to workers that management of their injuries is not important to the business.

Some managers may feel that managing the return to work of their direct reports is not their job and this can lead to poor return to work outcomes as well as other cultural issues.

Next steps

1. Make sure your managers and staff are completely clear with their role in recovery and return to work. This can be accomplished by training (or re-training), regular updates at team meetings or other initiatives promoting injury management.
2. Make sure senior managers are always involved in activities or meetings to make it clear that injury management is important to the business.
3. Make sure your return to work coordinator has enough time to properly perform the role. This will vary from business to business but in general the coordinator themselves will be able to let you know if they have enough time. You can also check your injury statistics and speak to your managers and workers about their experiences with the system.
4. Encourage managers to “walk the talk” and assist them with any concerns. Make sure that you do not simply take away responsibility but rather help the managers to fulfil their role though extra training or other assistance. The return to work coordinator can assist with this.

Results

You have a proven effective consultation process which is utilised throughout the business. You consult with your workers on a regular basis and include them in all decisions that may affect them.

Next steps

1. Regularly review your consultative mechanisms to ensure currency and effectiveness.
2. Make sure you continue to engage your workforce and adapt your system to any changes.
3. Periodically test (e.g. survey) your workplace to confirm that the workforce feels that they are consulted effectively.

Results

You probably do not have an adequate training program. In relation to injury management this can mean that your worker’s are unaware of your early return to work policy, their responsibilities to report injuries and disclose information or your expectations of behaviours.

In addition your line managers (supervisors) will most likely not be aware of the importance of their roles and consider that return to work and management of injuries is not their responsibility. This will invariably lead to lengthier periods of time off of work (for even relatively minor injuries) and can also create a general level of dissatisfaction amongst the workforce.

It will be difficult for you to enforce your business code of conduct or behavioural expectations if you do not provide adequate training for your staff which may mean your general work culture and climate will be negative.

Next steps

1. Perform a simple training needs analysis for your employees. This can be as simple as creating a spreadsheet that lists all of your business roles/tasks with a list of the skills required to perform the tasks. You should include a knowledge of your safety and injury management procedures in this. You could then consult with your employees to determine what skills and knowledge they have and cross reference this against your skill matrix. This will help you to understand the training gaps within the business which you can begin to address systematically. This method will ensure that all training is covered but just as importantly is relevant to your business.
2. Make sure that injury management/early return to work is part of your standard induction program.
3. Make sure that you keep training current. In the case of injury management you may wish to have injury management as an agenda item for team meetings or you may diarise regular updates to training as part of your training matrix (above).
4. It is important to keep records of what you have done. This will prevent double-ups of training and also will be a vital part of any disciplinary or SafeWork SA activity. It is also a legislative requirement.

Results

You have a good understanding of early intervention and injury management. Your system deals with most circumstances well but there may be a few aspects of your process that could be improved. This can be due to a lack of training or understanding by staff, limited or restricted resources or time or because of the structure and nature of your business.

Next steps

1. Consider your business structure and how it operates. Make sure that responsibility for early intervention and return to work is given to those that are in the best position to do it.
2. Train and educate all staff in the process and emphasise your commitment to injury management through provision of resources and training.
3. Make sure your process is transparent and workers are involved in their own return to work and claim.
4. Where it is practical to do so develop a relationship with a nearby clinic. Invite doctors to meet you and tour the worksite. This will assist in identification of duties and will reduce the instance of time lost due to doctors being unaware of what workers do.

Results

You have a formal system in place but it may not be fully integrated into your other business systems. In practice your documents are well controlled but it may be that there is not restricted access and there may be some doubling up of procedures or unauthorised editing. You may informally review incidents but there is no systematic approach to analysis and addressing of emerging trends.

You may not have a robust system of internal audit or the audit may not be used properly to address system and practice issues. Your system of goal and KPI setting may not be sophisticated or properly targeted based on your own business needs.

Next steps

1. Consider your business structure and how it operates. Integrate your injury management into your other systems. Make injury management part of what you do rather than a legislative obligation.
2. Set goals, targets and KPIs for your injury management system and make sure you report on them regularly. The frequency of reporting will be dependent on the size of the business but should ideally be no less than quarterly. Review your goals annually based on previous and desired performance and never set goals that you cannot achieve. Remember KPIs are there to let you know that there may be a problem developing and to allow you to make adjustments before issues become big.
3. When you identify issues or set programs to reduce injuries/incidents place your actions on an action plan. This will assist management with ensuring required actions are completed and provide a record of actions and time taken to address issues. They can also assist with making sure actions are consistent with business requirements and that accountabilities are maintained.