 Senior management provide leadership for the team and set the tone for the rest of the organisation.
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The importance of this role means the organisation's leaders need to understand the issues, what they can do to make a difference, and how they are able to influence the program.
If senior management are to lead effectively in terms of injury management they must understand the issues, take regular, systematic action and demonstrate a commitment to best practice. Management input should involve regular actions such as reviews of the policy and program, training of staff, and ad hoc actions such as following up on an individual employee.
Senior management are responsible for:
| • | Understanding both the costs and benefits of a work disability management program. |
| • | Leading by example. That is, demonstrating care and concern for employees with an injury. |
| • | Reviewing program reports and program evaluation and supporting ongoing system improvements. |
| • | Awareness of high risk cases. Senior management should support the RTW coordinator in developing interventions to prevent long-term disability. |
| • | Practicing active safety leadership. |
| • | Ensuring that the organisation has appropriate injury management and prevention policies and procedures in place. The policy document should be consistent with the organisation's general approach. It is also management’s responsibility to make sure that the policies and procedures are known, understood, and used. |
| • | Voicing support for a collaborative approach to the resolution of return to work issues. That is, fostering employer / employee partnership, rather than adopting an adversarial approach. |
| • | Undergoing relevant training so that they understand the key issues and know how to work with staff to produce successful outcomes. From the human and financial perspectives management should be aware of their contribution and how they can formally and informally contribute to policy AND individual cases. Senior managers should work with department, line managers and supervisors to ensure effective practices. |
| • | Understanding the cost ramifications of long term disability. This is particularly relevant for financial managers. |
| • | Discussing disability management and return to work at management meetings. Relevant information includes: |
| • | The number of individuals off work due to illness and injury; |
| • | Strategies to facilitate early RTW; |
| • | Lost day and modified duties statistics; |
| • | Trends in work disability within the organisation; and |
| • | Area statistics that identify problem areas, or areas where cooperation may be limited.
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| • | Carrying out program evaluation at defined intervals (eg annually) and actively reviewing the findings. |
| • | Acknowledging the significance of disability management and return to work to corporate strategic planning. An organisation’s strategic plan should take into account implementation issues relevant to work disability management, for example the integration of modified duties into relevant award agreements. |
| • | Actively seeking the input and opinions of employees and unions about injury prevention, return to work care and system improvement. |
