Return to work is best undertaken in the context of a partnership approach: senior management set the tone and value the input of the other key players – employees, supervisors, unions, RTW coordinators, and co-workers.
There are six key elements to best practice return to work culture.
1. A People-Oriented Culture
Employees’ attitudes and responses are in large part determined by the approach of the organisation. Having a people-oriented culture generates goodwill, loyalty and high morale. An organisation that is focused on caring for staff will:
| • | Communicate regularly with employees. For example, if an employee is off work there will be regular communication with that worker.
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| • | Demonstrate concern about employees’ wellbeing. For example asking, “How are you? What can we do to help?”
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| • | Offer practical assistance during times of increased need.
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 An employee fractures an arm at work.
The employee is driven to the doctor, rather than being left to find their own way.
The injury requires surgery and needs a day or two afterwards to recuperate (medically necessary). The organisation allows the employee to stay at home over this period rather than requiring the employee to attend work and complete forms to prevent a lost time injury statistic.
The supervisor visits the employee in hospital having surgery. The organisation asks what can be done to assist with housework for the six week period after surgery.
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2. Openness and Transparency
Trust develops when an organisation behaves openly and transparently – and trust is a prerequisite of the best practice partnership approach to injury management. An organisation that values openness and transparency will:
| • | Have policies and procedures in place before health / injury problems occur. Staff should understand and be familiar with the system.
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| • | Clearly define roles and responsibilities.
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| • | Give feedback in an open fashion. Acceptable and unacceptable employee behaviour should be identified openly and consistently.
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| • | Seek feedback from employees who have experienced a work injury.
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| • | Communicate feedback to senior staff, who then use it to shape improvements to the injury management system. |
If a claim is questioned make sure the employee understands the process, how the claim will be assessed, relevant criteria, time frames, and what they can do if they are not in agreement with the decision reached.
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3. Reliability and Consistency
Reliability and consistency also breed trust. Reliable, consistent workplace culture comes about when:
| • | All levels of the organisation take a similar approach. Senior managers, human resources, return to work coordinators and supervisors all deal with issues in a similar way. |
| • | People within the organisation do what they say they will do within the stated timeframes. |
| • | The organisation is consistent in the application of policies and procedures. |
| • | Compensable and non-compensable cases are dealt with in the same way. When an organisation deals with compensable cases in one way and non-compensable cases in another, their staff get the message that costs and organisational issues come before employee issues. The organisation sets up a culture in which employees report problems under the system that best covers or protects them. More importantly, the organisation is saying their financial bottom line comes before the employee’s needs and wellbeing. |
 Bad practice example - A manufacturing company of 600 employees provides return to work programs for work-related, compensable health conditions. However if the condition is a personal, non work-related or non-compensable problem the person is expected to be fully fit before they can return to work. A middle-aged worker who develops a shoulder problem is assisted with return to work if the injury is lodged as a work-related problem, but not if it is dealt with as a personal matter. The incentive to lodge a workers’ compensation claim is substantial.
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4. Active Leadership
Workplace culture is heavily influenced by senior staff. Senior managers who espouse positive practices but tolerate unsatisfactory practices are not providing active leadership. Active leadership promotes good practices, through policies and behaviour.
Active leaders:
| • | Monitor the return to work program.
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| • | Review work disability reports regularly, and require return to work managers to regularly demonstrate key outcomes. |
 Senior managers should review figures including:
| • | The proportion of cases reported within the organisation’s stated time frame; |
| • | The proportion of return to work meetings attended by supervisors; |
| • | The proportion of cases where the person has been contacted within the first 48 hour; |
| • | The number of days lost through injury / illness; and |
| • | The number of modified duties days.
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| • | Get in touch with injured employees and ask after their wellbeing. This demonstrates to middle managers that senior managers are committed to employee wellbeing and promotes a responsible approach. |
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5. Actively Dealing with Problem Situations
In even the best systems not all employees will seek to return to work, or honour the spirit of the system. Management of problem cases tells others what is acceptable and protects the morale of the organisation. In best practice injury management:
| • | Employees who do not work within the spirit of the system are identified by management and approached.
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| • | A spirit of cooperation between injured employees and their colleagues is fostered.
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| • | Tact and balance are used in resolving problems with employees.
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| • | Consideration is given to maintaining the credibility of the system and staff morale. |
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6. Job Issues
| • | An awareness that job issues influence morale, the desire of employees to be at work, and attitudes to return to work. |
| • | A sensitivity to job satisfaction. The impact of perceived time pressures and high demand / low control jobs on employee morale is understood. Task variety and a sense of control are encouraged. |
| • | The adoption of helpful management styles. |
| • | The development and encouragement of social support. |
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 A manager's caring call to an employee with an injury creates
significant goodwill.
'Return on investment' is huge.
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