The key is to have a reporting system which is personable, easy to use and assists in the coordination of care for the injured employee. It also needs to be effective and efficient.

A good reporting system prevents problems being reported late. It also prevents negative reactions to injury reporting, delays in medical care, cases being lost in the system, loss of control and unnecessary costs. 

Some features of an effective injury reporting systems are:

• Personable – An approach which fosters early care and positive interaction has the best results in RTW. It encourages a partnership approach.
• Easy to use – Employees should know how both to use the system and how to find it. The simpler the process, the more likely it is to be used by employees.
• Avoids delays – Late reporting of injuries has been shown to increase the cost of claims and the amount of time injured employees spend away from the workplace. Aim towards 95% of cases being reported within 24 hours of the injury occurring.
• Elicits the right information – Misunderstandings can be avoided through ensuring that the right information is collected in a timely manner. Unnecessary claims and disputes can be averted through gaining an understanding of how the injury occurred, what influenced it, and gaining input from other staff. 
• Shares relevant information - The sharing of information with key participants, including supervisors, treating practitioners, health and safety staff, human resources, claims managers and department or senior managers starts the process of rehabilitation.
• Fosters employee satisfaction – An employee who feels that they are involved in the process is more likely to return to work early. They need to feel heard and acknowledged. Supervisor uncertainty, frustration and negativity can contribute to drawn out and adversarial claims.
• Triggers early rehabilitation – The earlier medical treatment is provided and the earlier systems can be activated, the better the results.
• Collects information about cost centre allocation – Tracked at supervisor level, this enables the tracking of problems and trends. This can be used to assess areas of good practice and poor practice.

How should the information be collected?

So what is the right way of collecting this information? Well, there is no right way. It depends on the requirements of the workplace, and may include multiple methods. Each method has advantages and disadvantages, and all can have an impact on outcomes.

The most common method is a verbal report to the supervisor. This can be positive as it involves the two key players involved in RTW, however it depends on the supervisor’s attitude and level of training and experience.

Intranet/Internet reporting allows for a fast flow of information, however it may be challenging for those not working regularly online. Furthermore, unless the information is read quickly, early action may not occur.

Paperwork reports are inexpensive, however the quality of information may be limited. It’s also an ineffective method for the dissemination of information.

Faxed reports are received faster than paperwork, however the system is impersonal and faxes sometimes go missing.

Supervisor reports are when the supervisor receives a verbal report from the injured staff member and notifies the staff who coordinate the process. When this process runs well, it’s fast, efficient and personable, however it may also see transparency and accountability compromised if no-one is responsible for oversight. It also depends very heavily on the supervisor’s skills and responsiveness.

A dedicated telephone service, answered by a case manager, is provided for the initial injury report. The case manager may or may not need to fill out forms. Good quality information is provided and it quickly identifies the employee’s concerns. It can also be expensive however, so it may be better suited to larger organisations. In international studies, dedicated phone services have been found to facilitate the best outcomes.

Which system is best for our organisation?

Large Organisations

Large organisations would be wise to consider a dedicated phone line to access the many advantages of the system, despite the higher expense. The system requires a RTW coordinator or case manager being available during all working hours. They also need to have access to appropriate software and technology. The case manager should be aware of the organisation’s structure, culture, available medical services, first aid and triage options. In addition to co-ordinating case care telephonically from the outset, they also put systems in place for follow-up communications.

Small to Medium Organisations

Where it is not possible to have an experienced case manager available for all shifts, the training of supervisors and RTW coordinators becomes a priority. In smaller organisations, communications are more likely to be face-to-face. In smaller organisations, effective RTW depends on staff training, active responses, a consistent and known response, and a person appointed to provide oversight and follow-up.

Using the data collected

Injury data might include the date of the injury, the number of days lost, the number of days on modified duties, the type of incident, the body part impacted, whether the injury was work-related, the name of the supervisor and the relevant department.

When this information is gathered over a period of time, patterns can often be found and prioritised in terms of training. Some examples might include:

• Is more time lost under one supervisor than another in the same type of work? They may require further training.
• Are most of the injuries occurring in the same work area? Investigate with WHS staff to work out if adjustments are required.
• Are more injuries occurring during the night shift? What can be done to improve the situation?

Why is Early Intervention Important?

Early reporting is vital for early intervention and successful rehabilitation. When done effectively, it develops trust in the workplace – an important component of RTW.