A RTW coordinator’s work is broadly divided into two areas, each with its own particular competencies:
| 1. | Strategic – the development of policies, relationships, and management structures that streamline return to work management; and |
| 2. | Day-to-day operational activities – dealing with individual cases, issues, and conversations |
Studies of RTW coordinators have found that they believe that the greatest improvements in injury management occur through the development of systems and relationships – i.e. through strategic work. Despite this fact, most of their time at work tends to be devoted to operational tasks.
Day-to-day case management is often more pressing and easier to quantify and discuss than strategic work. When a RTW coordinator focuses on case management, they have the feeling that 'things have been done.' However in the long run, less is achieved. Focusing on day-to-day case management at the expense of strategic work is a common trap for RTW coordinators.
Time spent on building relationships, engaging managers, training supervisors
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Focus on the day to day of case management
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Greater success
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Less success
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Easier life
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Limited cooperation
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Less frustration
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Less calls returned
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1. Strategic level work competencies
Some say that every ounce of energy spent on strategic work reduces operational work by two ounces.
Strategic competencies include:
| • | A knowledge of relevant compensation and privacy legislation;
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| • | An understanding of organisational approaches to injury management;
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| • | The capacity to develop effective relationships with supervisors, HR, health and safety, quality control, unions, senior management, external providers and workers;
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| • | An ability to understand and review outcome results and case / claims data;
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| • | An ability to consult widely, and take on board the needs of various parties;
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| • | An ability to effectively implement policy, overcoming any resistance and barriers to ensure that there is a clear organisational approach to injury management. The RTW Coordinator should also update the policy when appropriate. |
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2. Operational level competencies
On a day-to-day basis, case coordination involves communication and negotiation with a broad range of people, as well as the development of return to work plans. Operational competencies include:
| • | Active listening, and the ability to deal with different groups of people, including difficult and distressed employees;
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| • | The creation of trust and confidence in employees and other stakeholders;
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| • | An ability to influence internal and external stakeholders, such as supervisors, payroll, HR staff, doctors, claims managers and rehabilitation providers;
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| • | Conflict management of difficult cases, or arranging access to dispute resolution services;
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| • | Time management and the ability to multi-task. The most obvious example of this is an ability to juggle case management and strategic management;
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| • | File management and maintaining case records that are accurate, reflect the status quo and are up to date. This is very important, as the documents must withstand legal scrutiny;
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| • | An ability to lead, to recognise the next steps that are needed, and to provide direction for the team of people involved in return to work processes;
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| • | Data collection, timely completion of forms and compliance with the relevant legislation; and
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| • | An ability to use the relevant software, such as case management software, word processing and spreadsheets. |
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 Focusing on day-to-day case management at the expense of strategic work is a common trap for RTW coordinators.
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