Handbook Extract: RTW Coordinator Role and Responsibilities
The information in this article is from the Return to Work Matters Workplace Systems Handbook, under the Key Roles and Responsibilities chapter. The complete handbook is available in PDF and online format for all Return to Work Matters subscribers.
RTW Coordinators who attempt to "do it all" actually undermine the partnership approach:
| • | If other staff see injury management issues as the coordinator’s exclusive responsibility, they leave the job to the coordinator and valuable input is lost. |
| • | Simple issues that could be dealt with in direct conversations between employee and supervisor are channeled through the coordinator and delays are introduced. |
| • | The accountability of the two key players – the employee and their supervisor – is diminished. |
These poorly recognised problems
have a major, negative impact on outcomes.
Effective RTW coordinators play a vital
role in injury management and prevention by:
| • | Coordinating the key players in return to work: |
| • | Employees (and union representatives); |
| • | Supervisors; |
| • | Area managers; |
| • | Treating practitioners; and |
| • | Claims managers. |
| • | Instituting effective workplace reporting and ensuring that it reaches senior management. Relevant reports include: |
| • | Case and claim cost; |
| • | Program evaluation; |
| • | Early reporting feedback; and |
| • | Lost work statistics. |
| • | Assisting the employee and supervisor to develop individualised return to work plans. |
| • | Ensuring that the employee and the employee's family obtain appropriate medical support. |
| • | Assisting family members when requested by providing information and support. |
| • | Developing relationships with key internal and external participants: |
| • | Internal - senior management, human resources, occupational health and safety, supervisors, unions, and payroll. |
| • | External - treating practitioners, rehabilitation providers, ergonomists, claims staff, counsellors, and policy makers. |
| • | Creating and maintaining an atmosphere of trust and support. This is best achieved by ensuring that individuals’ rights are respected and confidentiality is assured. |
| • | Ensuring that senior management lead the work disability program. |
| • | Coordinating staff training in return to work management. Supervisors, senior management and employees should all receive training in this field. |
| • | Providing case management services. RTW Coordinators should assist injured or ill workers with documentation, facilitate prompt resolution of issues and ensure that all relevant information – for example information about wages while off work – is clearly communicated. |
| • | Developing, maintaining and implementing effective work disability policies and procedures. |
| • | Educating staff about their organisation's policies and procedures in relation to injury management. |
| • | Setting up a ‘bank’ of modified duties. Modified duties are best identified by |
| • | and employees, but the RTW Coordinator should collate these into a ‘bank’ and set up systems to ensure that deposits of information continue. |
| • | Offering feedback on injuries to health and safety staff. The RTW Coordinator should provide the relevant staff with information about workplace injuries to assist with injury prevention. |
| • | Giving feedback to relevant departments. |
| • | File management, including appropriate file documentation, storage and disposal, and ensuring that confidentiality is maintained. |
| • | Keeping up to date with legislative changes and policy development. |
For information about the competencies required of an RTW Coordinator, and training options, see RTW Coordinator competencies
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