The partnership approach to injury management > Building trust and social capital

A spirit of cooperation takes time to develop. While a clearly defined policy is important, the attitude of management is the major driver. Getting senior managers on board as partners in injury management is vital because they set the tone for the entire organisation.

Trust is a prerequisite of the partnership approach. An organisation that collaborates with all stakeholders goes a long way to winning the trust of its employees — and this is vital in best practice injury management and prevention.

Organisation A
The job is left to the RTW coordinator

Organisation B
A system wide approach

The problem is reported to the supervisor.	The problem is reported to the supervisor. The supervisor asks the employee whether they need medical care now or later.
The supervisor tells the employee to let the RTW coordinator know about the problem, as it is their job to deal with the situation.	The employee goes to the doctor. The certificate is taken back to the supervisor. The supervisor and employee discuss and agree on duties.
The employee lets the RTW coordinator know about the condition, and then goes to the doctor. Upon receiving a medical certificate the employee gives it to the coordinator. The coordinator calls the supervisor to discuss the restrictions but cannot get through. No word back, so the coordinator calls the next day and talks to the supervisor.	The supervisor and employee catch up about the duties each day for the next few days. The supervisor gets to understand the person's condition and how it is progressing.
The supervisor has a lot on their schedule, and says he will have a look at possible duties. The supervisor asks about duties in other departments.	The RTW coordinator spends less time on the case. Instead, the RTW coordinator’s time is spent on investigation of the problem and remedial action as this is the second time this condition has developed in this area.
The coordinator has little say over how the supervisor deals with the situation, and decides to follow up on duties in the other department	The RTW coordinator reports to senior management.
The delays and frustration demotivate those involved, and the outcome is worse.	Management acknolwedges the issues, and communicates to the employee their interest in their wellbeing as well as preventing recurrence of similar problems for other employees

How supported is a RTW Coordinator?

•Does the RTW Coordinator have their calls returned?

•Do supervisors assist with the provision of modified duties for sick or injured workers?

•Are sick or injured workers given support by all levels of the organisation - from coworkers to senior management?