Changing beliefs requires an understanding of cost drivers
One of the greatest challenges in moving from Example A (mistrust) to Example B (mutual trust) is an organisation's belief that effective injury management relies on "cost minimisation" strategies.
Does this sound familiar?
| • | “Accepting claims will increase claim numbers.” |
| • | "You can't just accept all cases, if you do there will be an avalanche of claims." |
| • | “We have to be in control of the process.” |
| • | “If we’re not in control, employees will lodge frivolous claims, and take advantage of the compensation system.”
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However the research consistently shows that a system based on CARE rather than CONTROL costs organisations less and provides better outcomes for workers.
 When an entire organisation comes on board with injury management, the RTW Coordinator spends less time dealing with the nitty gritty aspects of individual claims and cases.
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Organisations that transition to a care-based system can expect:
| • | A short-term increase in claim numbers, as those who have been fearful of reporting their problem do so, followed by; |
| • | A reduction in claim numbers; |
| • | A significant decrease in lost time; |
| • | Improved cooperation; and |
| • | A reduction in expensive long-term disability claims.
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Employees take the lead from their employer. When an employer adopts a constructive approach, employee discretionary effort increases and outcomes improve.
 We are out to do the right thing by you
achieves a different result to
We are going to do whatever we need to do to protect our position.
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