Plan, implement, review > Problem solving: A collaborative process

Conducting audits, surveys and staff interviews should have helped highlight problems with the existing injury management system. Solutions are best identified collaboratively, seeking input from:

•	Senior management;

•	Employees; and

•	Employee representatives (eg. Unions).

Developing solutions can be challenging. An inclusive process that involves relevant groups across the organisation is most likely to succeed.

The overall aim is to draw up recommendations in the form of an action plan.

Those in charge of program implementation may need to prioritise solutions, but they should communicate back to staff the results of the plans for continuous improvement, with dates for review.

Senior management involvement

Management need guidance about how best to facilitate RTW problem solving. Senior managers often achieve the most by asking other staff for their input. Management can help formulate solutions by:

•	Asking their managerial subordinates about how people with a work injury are going, and what is being done to help them;

•	Calling workers with an injury, to ask how they are and whether the organisation can do anything else to support them; and

•	Expecting monthly or quarterly reports about case numbers, costs, and any planned improvements to the system.

Another section of this handbook details the role of senior management in RTW overall.

Involving the team: Focus groups

Employee (and employee representative) know-how is an invaluable resource when it comes to finding solutions to injury management problems. A good way to figure out ‘where to next’ is to bring together approximately 6 to 10 employees as a “focus group”.

Ask the focus group to brainstorm solutions to problems identified during the system assessment.

Common problems…and 15 system fixers!

Below is a list of 15 pick-me-ups for sluggish injury management systems.

	Further training for Return to Work coordinators.
	Training of line managers and supervisors in injury management and communication.
	The development of a system for obtaining regular feedback from employees with an injury, such as routine surveys.
	Undertaking a group process to identify a list of modified duties for injured workers.
	Development of the organization’s policies and procedures.
	Improved incident investigation.
	Better systems of early reporting and communication.
	Specialist or external support for complex cases.
	The provision of ergonomic advice.
	Improved relationships with health care providers.
	A written list of available modified duties.
	Improved communication channels for people returning to work – eg a weekly catch-up, and access to senior staff if there are problems.
	Regular reporting and feedback on the injury management system.
	Regular meetings between the RTW coordinator, relevant supervisors, HR and claims staff such as the Work Cover insurer.
	The development of a tick box list of essential functions of particular jobs for treating doctors to complete.This list should be available on the company website so that employees can take it to their doctors.

Once you’ve identified the glitches in your own system, consulting with both management and workers is the best way to get them ironed out.