A vital part of being a successful RTW facilitator is knowing how to build your resources as creatively as you can and get the support that you need. RTW and OHS manager Joanne Taranto talks us through it.

Key contacts

Joanne says that by, “thinking outside the box a bit and having with you some different consultants can get some great results.”

“I think it’s really important getting a tool kit, not only of resources, but key contacts and contractors, supports and providers who really mesh well with what you’re trying to achieve. So, what I’m talking about is obviously not only rehab providers, but it might be lawyers, consultants, trainers, brokers, equipment suppliers, software providers.”

Joanne also suggests not only relying on the model of using a rehab provider for everything.

“That’s really good, but then we’ve got some other consultants as well. Obviously [they come] at a cost, but again it’s about selling it in the right way to the business. If it’s seen as an investment they can be a really valuable resource.

“Basically, by the end of it, you’ve got a really good network of resources that you can draw on no matter what the scenario. It also helps if you’re juggling a role between a lot of different things – to be able to call on some external support.

Utilising other departments

“The other thing to consider is how other parts of the business may be able to help you directly, or indirectly,” says Joanne.

“I rely heavily on the property and procurement department of the business, the marketing department, and the training, and learning and development team. So, whilst people look at my role and say, ‘gee you do a lot for OHS’ I actually have a lot of other departments doing a lot for it as well.

“For example, our marketing department helps develop all our OHS and RTW resources – they run our printing and design so that we don’t have to do that. We don’t have to spend all of our time trying to do that.

“I’m not the expert of all things to do with plant and construction and architectural design, so why would I waste my time trying to do that when we have a department that already manages that really well? It’s about making sure that you’re comfortable that they are managing those functions well.

“If I was going for a new job, that’s one I’d be asking very quickly: ‘What do other departments do in relation to this – how much of a resource are they?’ And I think that’s really crucial. So if they say, ‘Oh no, well this is your job’ - well, they don’t really get that this should be part of everyone’s portfolio really.

Making a development plan

“We spend a lot of time trying to improve the systems and processes,” says Joanne. “Again, sometimes you’ve got to maximise the resources you’ve got and use the resources you’ve got and make sure you’ve got good systems.

“Every year, make sure you’ve got a development plan. Say, ‘What haven’t we done well in the last year and what are our main projects for the next little while?’

“It might be something to do with compliance. Like, because of changes in legislation ‘We need to do this now’ or it could be purely, ‘We know we don’t do this very well, we should focus on trying to make more contact more quickly, or we should be looking more at health and wellbeing.’

“I guess having a key focus for that and tracking against that’s important, because otherwise you feel like you’re never quite getting better – you’re just going through the motions.

Drowning in paperwork?

“If you are drowning,” says Joanne, “I suggest that you try to look at, ‘Am I spending an awful lot of time on process or system-related stuff and not actually being strategic or spending time on the things that are really valuable?’ So sometimes if you’re spending a week on reports a month, instead of getting another person in to help with that, maybe it’s worthwhile at a different system for reporting.

“Maybe it’s something you can put some of your risk management funding towards. Sometimes putting together the business case can be the business case for more staff - that can be a huge challenge. Sometimes it’s about improving efficiency as well.

“And the business likes that, because they can see that it’s – obviously saves them money – but is a more effective use of resources.”