Section 1 - Outcome 2 - 4-6pts

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.