Improving Return to Work Outcomes Dr Mary Wyatt Publisher RTWMatters.org 22 October 2014
IMPROVING RETURN TO WORK OUTCOMES VIA WORKPLACE STRATEGIES Dr Mary Wyatt RTWMatters.org
Today
Your role It s working well, great More options
Working hard vs working smart
Working hard vs working smart
RTW activity vs RTW systems Advantages and disadvantages Need Big initial investment, then less work Helps your career Stretch yourself and it pays off in other ways Better systems better prevention and outcomes Confidence to change Ability to influence Knowledge of changes required
Approaches that work at work Shown to improve outcomes across a range of studies Workplace culture and people Senior managers Line managers Injury reporting systems Others not covering today Participatory ergonomics, health and wellness programs
Workplace culture Signs of a problem: Employees avoid reporting problems or report late Graduated return to work programs progress slowly Claim rates are higher than expected A significant proportion of staff remain on long-term restricted duties More than 5% of claims are investigated The organisation consistently faces resistance or lack of response from treating doctors Supervisors can be negative about comp claims
Workplace culture R e c i p r o c i t y
Management input Senior managers Supervisors Leadership role Understand the system Know what they can do to make a difference Training Listening Understanding musculoskeletal problems Ergonomics Confidence to manage
Training supervisors Reduces claims Improves supervisor satisfaction Reduces days off work Alters their perspective on their role Reduces claims and time lost
Let them know what s in it for them stress as employee productivity increases workplace accidents and illnesses as ergonomic principles are applied staff turnover when an experienced team member is retained Demonstrated leadership role within the company skills in communicating effectively confidence in abilities support from other units or teams within the company
How to train supervisors to train supers Case discussion Formal training Use of questionnaire Use of survey Talk money Involve their boss
Injury reporting systems 1. Be easy to use 2. Be personable 3. Avoid delays 4. Elicit the right information 5. Share relevant information 6. Foster employee satisfaction 7. Trigger early rehabilitation 8. Collect information about cost centre allocation
Injury reporting systems
Injury reporting systems Keep it simple Single point of contact so process is uniform Staff the injury reporting system with a person who can triage Make it easy to use for employees and supervisors A phone call is efficient and personal especially when talking to a medical professional. Integrate injury reporting process with access to medical care Employees that receive medical treatment on the day of injury have higher satisfaction levels Set an expectation of early return to work Open discussions about return to work from the start help employees understand the system.
Case management You can make a difference
Being effective To be effective the organisation needs to have a genuine commitment to the process. Effective wellness programs: Have a strong commitment to outcomes Are led by senior managers Have the well being of staff at their core Are supported by a strong corporate culture Have a high level of worker participation Measure results and evaluate program effectiveness
What makes a difference Taking the time Wanting to help Care about the person Get the right information Work in partnership Value goodwill Foster discretionary effort Do what you say you are going to do
Case management But what can happen Process over people Little time to deal with people as they are ticking off the boxes KPIs Little focus on quality rehabilitation too hard
Questions?