Major studies have shown that through senior management engagement, staff become more involved, managers pay attention, results are improved and claim numbers decrease.

Due to the importance of the role, it’s vital that the organisation’s leaders understand the issues surrounding return to work, and how they can make a difference.

WHY IS RTW IMPORTANT

When an employee is injured, there are significant indirect costs for the employer. The workers compensation premium may increase, there may be additional wages to pay, and there may be health and safety fines. There are also indirect costs such as staff replacement, supervisor time and administrative time.

Overall, the indirect cost of an injured employee is estimated to be four to 13 times greater than the direct costs.  

Developing an effective injury management system will reduce overheads, improve staff morale, allow supervisors to focus on productivity, improve customer service through better staff engagement, and it will almost certainly result in better organisational outcomes.

In financial terms, constructing an effective injury management and return to work program is far more cost efficient than facing the ramifications of long term disability. But more than costs, injury management is about caring for the welfare of the people in the organisation.

Both legally and ethically, senior management have a duty of care for their staff, and an obligation to help their employees in their return to work.

Failing to care for injured employees can result in a negative public perception of the company.  Protecting employees and caring for their welfare creates a positive public (and employee) perception.

HOW CAN SENIOR MANAGERS HELP?

Prevention is better than cure. Wise senior managers ensure  workplace health and safety is done well, and take early action to resolve issues.

Senior management influence their team.  An interest in return to work (RTW) means other staff will take an interest. 

Ensure that the team are aware of policies and procedures, and ensure that managers are aware of what is expected of them. Make RTW a point of discussion during management meetings, ask how staff with injuries are faring, and what managers are doing to assist return to work programs. It may be valuable to undertake an annual review to ensure that all aspects of the injury management system are operating effectively.

Calls from senior management to see how injured workers are feeling are welcomed. Goodwill and trust are central conditions for successful return to work, and workplace relationships tend to count for more than the severity of the medical condition.  

A five minute call to an injury worker, to ask how they are going and what the organisation can do to assist makes a real difference.  To that worker and the rest of the organisation.  Word travels fast, among other front line staff and among management.  

It is also worthwhile for senior management to create a positive workplace culture for RTW. Ask the workers what would make a difference, with senior management being active in implementing change.

TRAINING

Senior management that understand the issues that influence RTW are in better position to influence.  A ‘primer’ can be provided by the Return to Work Coordinator, HR, or the WorkCover team.  

Senior management can formally and informally contribute to policy AND to individual cases, working with departments, line managers and supervisors to ensure effective practices across the organisation. 

The organisation’s strategic plan may include implementation approaches that aid work disability management, for example the integration of modified duties into relevant award agreements.

The RTW coordinator is helped by senior management support in developing interventions to prevent long-term disability.  The RTW coordinator is also helped by managers practicing active safety leadership. 

Senior management can seek the input of employees and unions about injury prevention, return to work care and system improvement.  A collaborative approach is substantially more effective than an adversarial one.  Staff engaged in system design are much more likely to participate. 

To lead a team effectively in injury management, it’s valuable for senior management to take regular, systematic action and demonstrate commitment to best practice.

This includes regular reviews of policies and programs around injury management and supporting ongoing system improvements, as well as the training of staff. Show care for the welfare of employees with injuries, leading by example. It is also senior management’s responsibility to make sure that the policies and procedures are known, understood and used.

Disability management and return to work are important topics be discussed at management meetings. This might include the number of individuals off work due to illness and injury, strategies to facilitate early RTW, lost day and modified duties statistics, trends in work disability within the organisation, and area statistics that identify problem areas, or areas where cooperation may be limited.

HEALTH AND WELLBEING PROGRAMS

Workplace health and wellbeing programs can reduce the number of ill or injured employees in the workplace, and help to boost the organisations financial performance.

The four major types of health and wellbeing programs are:

• Individual health assessment and advice programs 
• Education, training and health promotion programs
• A review of organisational factors that contribute to health and wellbeing, such as organisational culture, job expectations and work environment. 
• Practical activity programs

The budget and the nature of the workplace dictate the kinds of measures undertaken. Organisations may only wish to adopt one, or they might want to incorporate components of each type of program.  

If choosing an external provider to manage the program, consider which measures sound right for the workplace and discuss them with prospective providers. 

If management enters negotiations with a clear picture of the health priorities among the workforce, and the preferred ways to address them, they will be better placed to contribute to the design and management of the program.  This means that the health and wellbeing program implemented will be suited to the workplace, and focused on the issues that affect the organisation’s employees.