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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

Your workforce has all of the training requirements met and you keep excellent records of all skills, knowledge and training for the workforce. You regularly review the training needs for the workforce and your induction program covers all required policies and behavioural requirements.

Next steps

1. Regularly review your system to ensure its currency and effectiveness
2. Regularly interrogate the system to ensure that what is being trained is what is being done (i.e. are workers doing what they have been trained to do?)

Results

You have a successful and embedded early intervention and return to work system. You have a clear line of responsibility in the business and your supervisors and workers are fully trained in their roles and responsibilities. You have a strong relationship with a nearby medical clinic (where possible).

Next steps

1. Regularly review your system to ensure its currency and effectiveness.
2. Regularly interrogate the system to ensure that everyone is aware of and is performing their roles within the system. This is especially important where there are new supervisors and staff.

Results

You do not set injury management goals, targets or KPIs. You may not have a system of regular reporting to senior management or they may be no mechanism in place to act on reports. You may not keep sufficient records of injuries/incidents or properly analyse them to make sure they do not happen again. Your procedures may also be out of date or irrelevant to your current practices and you may not have a system of internal audit and review.

All of these things can mean that you do not control your injury management system properly and this leaves you vulnerable to higher levels of injury and claims costs.

Next steps

1. Design and implement an injury management system. The procedure should reflect your process and must contain clear and concise expectations and accountabilities for you and your staff. The system should build in internal review and provide guidance on reporting and internal audit.
2. Make sure your system can be accessed by all of your staff but modified and edited by only a few people. This will ensure that you do not have multiple versions of the same documents and that you can be certain that the procedures are current and authorised.
3. 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.
4. Make sure you keep detailed records of incidents, injuries and investigations. It is important that these records are kept formally (i.e. in a register or electronic system) rather than simply placed in a folder on shelf. These records will form the basis of your system review and reporting and will be a vital part of the improvement process.
5. Link goals and KPIs to accountability mechanisms such as performance reviews and action plans.