Research and data collection

Conducting audits, surveys and staff interviews will help to identify any issues with the existing injury management strategy. In order to find effective solutions, consulting with senior management, employees and employee representatives (ie. unions) may prove to be worthwhile.

The data is also useful for obtaining support from senior management. It is advisable for reports to be supplied on a regular basis (ie. monthly or quarterly). These reports are likely to include the number of cases, the costs and planned improvements to the system.

Focus groups may also assist in the development of new strategies. Ask the group of 6 to 10 people to brainstorm solutions to problems identified during system assessment.

Developing appropriate policies / strategic business plans

In developing new strategies and business plans, cooperation and collaboration is vital. Together, goals and targets need to be defined, along with plans to achieve them. For best effect, this plan should be circulated, seeking input from both workers and management on solving problems and improving the system. An inclusive process which involves all of the relevant groups is the most likely to succeed.

Plans of action

Two forms of action are required to implement the overall approach to injury management – strategic planning and action planning.

Strategic planning is about the big picture. This might include developing targets for reducing work disability and injury, included in the business plan. This emphasises the business case for best practice RTW management.

Action Planning transforms strategy into reality. It outlines what people can do to make a difference, transforming staff into stakeholders in the process. In addition to formal planning, there should also be room for ad hoc actions in the spirit of RTW best practice. It raises awareness, fosters commitment and keeps the plans relevant.

Advice of specialists

Problem solving is a collaborative process, and it is important for RTW coordinators to collaborate with specialists in particular areas. This might include employees working in particular areas as they have a deeper understanding of their role, and may also include senior management, employee representatives, case managers, medical specialists, ergonomic experts or rehabilitation coordinators.

RTW coordinators should not be afraid of asking for their input. They have a strong understanding of their areas, and their suggestions and ideas are likely to help create stronger workplace policies. Through involving all of the key people, the policies are more likely to be effective.

Common problems and how to fix them

1. Further training for RTW coordinators
2. Training line managers and supervisors in injury management and communication
3. Developing surveys, and obtaining feedback from employees with an injury
4. In collaboration, identifying a list of modified duties
5. Further development of the organisation’s policies and procedures
6. Ensuring that incidents are investigated, and actions taken to avoid incidents being repeated
7. Developing stronger systems for early reporting
8. Engaging specialists for complex cases
9. Provision of ergonomic advice
10. Developing improved relationships with health care providers
11. Ensuring strong communication channels for people returning to work. This might include a weekly catch up or access to senior staff if there are issues.
12. Regular reporting of injury management
13. Conducting regular meetings with key people, including the RTW coordinator, supervisors, HR, and claims managers

Monitor & review

It is vital to check the progress of the action plans on a regular basis. This might include ensuring that meetings are being held or that activities have taken place. It is also important to ask those involved whether they feel that the solutions are having the effect sought.

It is also important to review statistical data on employee injuries, days lost from work, and to measure the organisations progress against industry trends.

Targets should also be reviewed on a regular basis, with the results being shared. When targets are not being met, the system may need to be reviewed and gaps in the system addressed.