The partnership approach to injury management > Coordinated RTW: the strategic payoff of partnership

An organisational approach to injury management has two key strategic advantages:

1. Return to work basics – eg. allocating modified duties to an injured worker – are implemented by those with the clearest understanding of job requirements and worker capabilities, i.e. the worker and his or her supervisor.

2. The RTW Coordinator is freed up to focus on injury management and prevention systems, including increasing efficiency, cost-effectiveness and safety, and improving return to work outcomes.

Without the support of others in the organisation, the coordinator will worker harder and achieve less.

The table below outlines how the system-wide partnership approach allows organisations to make strategic use of skills and resources.

Organisation A
The job is left to the return to work 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 return to work 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

For an effective program to operate other staff should understand the RTW coordinator's role, which is to COORDINATE rather than COMPLETE the injury management process. The coordinator requires sufficient time and authority to influence, implement, and engage members of the team.

A team approach means that each group in the organisation understands who is responsible for what. The different groups – employees, supervisors, senior management, RTW coordinators, co-workers, unions and medical practitioners – know what is required of each other, as well as what their own responsibilities comprise.

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?

Other sections of this handbook cover:

Key roles and responsibilities

Making the case for best practice injury management

Workplace culture