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<< Click to Display Table of Contents >> Strategic competencies |
  
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<< Click to Display Table of Contents >> Strategic competencies |
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At the strategic level, RTW coordinators need to develop policies, relationships and management structures that streamline RTW management. Strategic competencies include:
•knowledge of relevant compensation and privacy legislation
•understanding organisational approaches to injury management
•the capacity to develop effective relationships with stakeholders
•the ability to understand and review outcome results and case and claims data
•the ability to consult widely to incorporate the needs of various parties
•the ability to implement policy effectively.
The benefits of a strategic approach to the role
A strategic approach can significantly enhance the RTW coordinator’s position. They can have a broader impact by focusing on the system as a whole rather than directly managing individual cases
This involves the RTW coordinator:
•spending more time on training and influencing people like supervisors, managers and occupational health and safety personnel
•developing and implementing RTW systems and processes
•monitoring and evaluating the effectiveness of RTW programs, and
•identifying and addressing systemic issues that may hinder successful RTW.
The benefits of this strategic focus include:
•greater consistency in RTW processes across the organisation
•the improved capacity of line managers and supervisors to manage RTW cases
•a more efficient use of their expertise
•better identification and resolution of systemic barriers to successful RTW
•an enhanced organisational culture around injury management and RTW.
To illustrate the difference between these approaches, consider how two organisations might handle the same workplace injury scenario:
Time spent on building relationships, engaging managers, training supervisors |
Focus on the day to day of case management |
Greater success |
Less success |
Easier life |
Limited cooperation |
Less frustration |
Fewer calls returned |
Coordinated RTW: the strategic payoff of partnership
The table below outlines how the system-wide partnership approach allows organisations to make strategic use of skills and resources.
Organisation A |
Organisation B |
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 RTW 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 |
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