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Information of interest to our Clients and for the industry


When altering your reactions can affect RTW outcomes

 

At Work Options we see many situations where a worker submits a claim for an injury at work, and doesn’t always have the experience they expect. In this case study, we look at a landscape labourer who was suffering from unknown mental health issues, and an employer who could have acted differently to avoid a negative and costly experience for both the employer and worker.


Case Study:
Ron* was a 38 year old labourer working for a landscaping business in New South Wales when he tripped on-site and fractured his right elbow, resulting in a worker’s compensation claim. Due to the nature of his work and the injury sustained, Ron was deemed ‘unfit’ for work and took temporary leave whilst he recovered. Whilst on leave, the employer made no attempts to communicate with Ron, until 6 weeks post-injury and post-surgery, when Ron was given the capacity to return to work in alternate duties. At that time the employer did not engage in discussion with Ron, but rather sent him a pre-drafted return to work plan outlining office-based duties.

Ron became frustrated with the lack of communication and spoke aggressively to colleagues who were contacting him via phone, the insurance agency and the Workplace Rehabilitation Consultant. The employer responded to Ron’s frustration by telling him to ‘pull himself together and understand that they were trying to support him’.

After a number of weeks of non-communication between Ron and the employer, Ron made a suicide attempt. Following this, Ron spent extended periods of time at home, not engaging in normal self-care or hygiene practices, which further isolated him from any support outside of his family. It was then discovered through Ron’s wife that there was an extensive history of mental health in his family.

Over the next several months, Ron rejected any communication attempts from the employer and insurance company, made three additional suicide attempts and was admitted to two impatient units for a combined total of 15 weeks. The employer became frustrated with Ron’s aggressive behaviour, considering it inappropriate, and elected to no longer attempt to engage with him.

After two years Ron had still not returned to work and his mental health did not improve during this time.

Recommendations:
1. Communication is key! As soon as an employee is injured at work, it is important that the employer or a colleague checks on them regularly to ensure that they feel supported and are open to the recovery process. In this case, if communication lines were open, it would have been easier for the employer to determine that Ron was suffering from a mental health condition, which could have been managed and potentially prevented from escalating to suicide attempts.

Open communication may seem like a simple step however is often not done, particularly when mental health is concerned, for fear of making it worse for the individual.

2. It is important to understand that, even when introducing positive changes, people experiencing low mental health will often react emotionally and can feel increased stress with change. This is likely how Ron felt when he received a return to work plan outlining alternate duties, without first being notified. By consulting Ron initially, he would have felt as though he had some input on the plan itself, and felt compassion from his employer.

This logic also applied when a person is still working within the workplace – businesses have a legal obligation to make reasonable adjustments to the workplace environment when a worker has disclosed low mental health, and that person needs to be a part of that discussion.

3. Using language such as “we will work through it together” or “we are here to support you” shows empathy for the injured workers situation and allows them to feel valued. In this case, using language like “pull yourself together”, gave the opposite effect and caused Ron to stop communication altogether. This behaviour known as ‘avolition’ or ‘demotivation’ is typical for people experiencing low mental health, and is a sign that they often need more support to help them during these periods. It is important that if things have escalated to this point, professional advice should be sought. Suicide is fundamentally a coping strategy, a sign that a person doesn’t have a better way of coping or needs more communication around their mental health experience, and should be done professionally.

4. Often people with low mental health such as Ron don’t understand why things happen unless it is explained to them; again, communication is key. Despite non-communication from Ron over the next several months as well as additional suicide attempts, although his aggressive behaviour was in fact unacceptable, reasonable attempts need to be made to explain why the employer’s communication will cease.

Although Ron’s reactions to his alternate duties were considered aggressive and unreasonable, his actions are realistic for someone suffering with a mental health condition. If your seeing signs similar to this case in your workplace, ensure that you initiate engagement, provide communication and support, and show compassion. Follow these steps, suggest and seek professional support if required, and preserve employee performance at work.




You suspect a worker is under the influence of drugs or alcohol, what’s next?

62% of harmful drug and alcohol users in Australia are employed fulltime. Let that sink in… Are you a manager or supervisor who has direct reports? If so, there’s a good chance that one or multiple workers may arrive for work under the influence at some point. Have you ever suspected that this was the case, what did you do?

Did you know that you can conduct a reasonable concern interview?


In high risk industries workers under the influence of drugs or alcohol can be harmful not only to themselves but to others; 25% of workplace accidents involve drugs or alcohol, which costs Australian businesses $680 million annually in days lost.

Can your business afford to be part of that?


So when is it time to conduct a reasonable concern interview?

1. When another employee approaches you with concerns that a co-worker may be under the influence of drugs or alcohol

2. Or upon observation of an individual displaying unusual or unsafe behaviour, which has aroused suspicions of drug or alcohol use

As soon as you suspect an employee to be under the influence, it’s best to err on the side of caution.
It’s better to be risk adverse, safety conscious and consistent in enforcing the company’s Drug and Alcohol Management Program, which may prevent safety incidents, save dollars and possibly lives.

 




Once all parties are present, follow this guide when conducting a reasonable concern interview:

Inform the worker that their appearance, work performance or behaviour is a cause for concern that they may be misusing drugs or alcohol in the workplace which is why they have been requested for the interview – refer them to the company’s Drug and Alcohol Management Program.

Address the terms of confidentiality and advise them that the information collected will be treated with the strictest confidence and that subject to the law, any information collected will only be divulged to relevant persons for the purposes of managing health and safety.

Request the worker sign a Consent Form following the explanation of privacy and confidentiality. If they refuse, they may be in breach of the firm’s Drug and Alcohol Management Program.

Seek an explanation from the worker to ascertain a reason for their appearance, unsatisfactory work performance or behaviour.

• Seek the worker’s perspective on workplace factors contributing to the initial event of concern.
If any workplace factors are raised they should be referred to relevant WHS or HR representatives.

• The content of the interview must be recorded in detail a using Drug and Alcohol Interview Record.


Once the interview is complete, if you are satisfied with the explanation given by the worker and you are of the opinion that there is less than a reasonable concern of misuse, the worker should be thanked and cleared to go back to work. If however, you suspect with reasonable concern that the worker is under the influence of drugs or alcohol, in accordance with the company Drug and Alcohol Management Program, drug and alcohol testing should be undertaken, and they should not return to work until cleared.

Of course, none of this can be done unless you actually have a Drug and Alcohol Management Program in place which clearly outlines how you manage the risk of drug and alcohol misuse in the workplace. Read: The biggest pitfalls in workplace drug and alcohol policies

Ensure that your business is protected from drug and alcohol use in the workplace with drug and alcohol management advice and pre-employment and ongoing drug and alcohol screening.



What to do if an employee says ‘no’ this R U OK? Day



R U OK? Day is a powerful mental health awareness initiative which encourages and empowers people to have conversations with those who may be struggling. What really bothers me about it however is that it shouldn’t be restricted to just one day.
We should be checking in with those around us regularly; our family, friends and co-workers, and making sure that if they need someone to talk with, there’s always an ear and friendly encouragement available.

So lesson 1… don’t wait until a special day on the calendar to ask if someone’s okay.

But it’s often not the easiest thing to do, right? What is the best way to ask if someone is okay?

Lesson 2… just do it. There’s no time to waste if you suspect that someone is struggling with their mental health. So tread sensitively, and perhaps take them to a quiet place to ask, but tell them that you’ve noticed that they’re not themselves lately, and check in with them about their current mental state.

And most importantly, how can you help if they respond with ‘no’. Lesson 3 gives you some pointers to guide you through the process:

1. Listen – don’t underestimate the power of listening. Sometimes people need to hear their issues out loud to make sense of them, and the support of someone who is actively listening and paying attention can help more than you or they realise. Listen without interrupting and show compassion as they talk.

2. Ask questions – try to ask open ended questions to encourage the person to continue voicing their concerns.

3. Show empathy – try to see things from their point of view and validate their concerns by showing empathy and using phrases like, ‘it’s understandable to feel the way you do considering all that you’re going through’.

4. Don’t try to fix their problem – it’s not up to you to find a solution. You may be able to provide some helpful suggestions but you certainly don’t have to. And don’t feel helpless if you can’t, as often it’s not advice they’re after, but rather someone to listen and help them feel supported.

5. Ask if they need urgent help – it’s hard to know how deeply a person is suffering or if they’re thinking about self-harm or even suicide. The best thing to do is just to ask and listen to their response without judgement. If they respond with ‘yes’, refer them to available support and helplines, and give them a call yourself to gain some specific advice relevant to the situation.
• Lifeline (24-hour crisis telephone counselling) 13 11 14
• Suicide Callback Service 1300 659 467
Mental health crisis lines

6. Encourage them to seek professional help – encouragement to seek help is all that you can offer at this point, only the individual can act on the decision to seek professional help. You can direct them to their GP, mental health professional or local support group.

7. Follow up – make sure you check in again and reiterate that you care and that you’re available to talk should they need to.

Asking R U OK? is a small gesture but can be significant to a person’s mental health whether you suspect they’re struggling or not. Check in every now and again, be open and supportive if they’re not okay and offer an ear or helpful resources if you can.

Here are some online tools which may assist anyone looking to improve their mental health:

Beyond Blue – educational resources
Head to Health – self-help programs
This Way Up - online depression test
Centre for Clinical Interventions – self-help workbooks
Employee Assistance Program Support



Understanding How Psychosocial Barriers to Pain Affect RTW Outcomes

 

Have you ever been for a routine chiropractic appointment and met with, ‘Oh wow, you’re back is really out of alignment’ before a click and a crack has you sorted? But then in another week or two your back starts to ache and you automatically think ‘my Chiropractor said my back is out and it’s hurting again so I obviously have a bad back.’ Think about it… have you actually always had a bad back and since your Chiropractor has pointed it out, you’re more sensitive to back pain? Or have you just been sitting for a long time and need to stretch out, or lifted a heavy box from an awkward position? Perhaps there are a range of other factors that are impacting your perception of pain…

The psychosocial approach to pain looks at the combined influences of factors – or barriers – within a social environment, and determines the effects they have on physical and mental wellness. Beliefs, values and behaviours are examples of these barriers which can impact on an individual’s pain threshold and perceived pain tolerance.

Pain threshold refers to the point at which a stimulus causes pain that can no longer be tolerated, whereas pain tolerance refers to putting up with pain day to day. In order to recover, an individual must tolerate pain in order to increase physical capabilities, which ultimately then increases pain threshold.

So how does this all relate to return to work outcomes? Often an injured person will tell themselves that they can’t do something, or they can’t function at full capacity, because of their injury. As a result, they start to move less in fear of making their injury worse, which is the opposite of what they need to do to make it better, slowing down their recovery time. Their thought process goes something like this:

 

 

 

Injury Management Specialists will tell you that a fast and efficient recovery and return to work is about increasing physical capabilities which will therefore increase pain threshold, and reduce reliance on passive treatment and medications, in order to gain a sense of empowerment and return to their pre-injury state.

Here’s how an Injury Management Specialist will assist an injured worker reduce the impact of psychosocial barriers, and get back to work sooner:

• Provide rehabilitation services, recovery strategies and mediation between doctors and specialists to manage pain, with sustainable upgrades in capacity to increase function
• Set personal goals for increases in self-efficacy, improved relationships, mood and reduction in pain through personal, domestic, work and community
• Provide pain education and encourage shifting beliefs about pain:
-Provide valuable and educational resources beyond Google
-Listen to what the worker hears, rather than what they are told
-Checks in to identify what they’ve learnt and put ideas into practice
• Focus on reducing pain by encouraging the worker to reduce reliance on passive treatment, reduce pain medication and home help, and take control of their pain


Pain is a subjective experience; everyone has personal barriers when it comes to pain, which is often reflected in our actions. But what is important to understand is that psychosocial barriers to pain, and the fear of making an injury worse, can sometimes mean that pain gets worse anyway, or an individual develops chronic pain as a result. Defusion – changing the relationships with thoughts – and acceptance – turning off the struggle switch – are key factors in the psychosocial approach to pain and recovery. An Injury Management Specialist will use these tools, and others, to create a placebo affect, and shift pain beliefs by allowing increased confidence to function, the resolution of the cause of pain, and ultimately allow improvement in life and return to work as quickly as possible.

Consult an Injury Management Specialist or Return to Work Provider.



When stress in the workplace becomes a bigger issue
There’s no doubt that we’ve all experienced a high level of stress at some point in our working life. For some of us it may have been short term, and long-term for others. And for some of us, it may be an ongoing and constant source of struggle in our everyday lives. Studies have shown that when stress is prolonged, it can develop into psychological and/or physical injury, so at what point does stress at work become a bigger issue?

Stress is often amplified by a feeling of ‘lack of support’ in the workplace, a traumatic event, bullying or harassment, prolonged work pressures, issues at home, or any number of other tensions. In fact, mental health is responsible for around 6% and $543 million of workers’ compensation claims each year, covering approximately 7,200 Australians.


 

As part of Australian Workplace Health and Safety Laws, employers have a duty or care to manage risks which may cause any physical or psychological harm. So what can Employers do to ease the burden? Here are some short term steps to ensure employees feel happy and supported at work:

Ensure job demands are achievable – workloads can be carried out and completed in a reasonable timeframe, with limited pressure
• Job control and ability – employees should be well trained in how to do their job safely, and provided with all necessary equipment and resources
Communication and support must be top priority – employees should feel comfortable in talking to management about any issues, and feel supported and listened to if a problem should arise
Recognition and reward – ensure employees are told when they’re doing a good job and provide opportunities for skills development and further training where possible
• Early intervention – develop a confidential survey to ask your employees if they’re okay, what challenges they may be facing and addressing any issues in the workplace… you may realise team culture or the workplace environment is different to what you initially thought!

And if that is the case, there are other solutions to assist employees improve their mental wellbeing, productivity and sense of support. Read up on Employee Assistance Programs and Return to Work Coordination, which are proven to effectively reduce problems associated with workplace stress and injury.

 

 


Why work-life balance is so important for injury prevention and tips on how to do it

It’s pretty obvious that having a healthy work-life balance is good for mental health and stimulation, but new research shows that it’s also important for injury prevention in the workplace. In fact, studies have found that work-life balance has a significant impact on safety at work.

But in order to answer the how, first we need to look at the why… why does work-life balance matter at all when it comes to injury prevention? It’s not like leaving work on time to pick up the kids is going to stop us from slipping on a wet floor, is it?

First, let’s take a look at the cost of productivity, absenteeism and return to work outcomes, and gain a greater understanding of where Australian workers sit.

21% of employees report that they have taken time off work due to feeling mentally unwell in the past 12 months
$1.2 billion = the cost to employers of worker’s short absences due to injury in 2018
$6.5 billion = the cost to employers of worker’s long absences due to injury in 2018
• Employees who consider their workplace mentally unhealthy take four times as many sick days than those who consider their workplace mentally healthy
• On average 6.5 working days of productivity are lost annually per employee as a result of presenteeism
The longer someone is off work, the less likely they are to return to work = for 20 days off, the worker has 70% chance of returning to work. For 45 days off, the worker has 50% chance of returning to work

Now back to that question; why does work life balance matter? The answer is common sense really… when we’re juggling the pressures of work and the demands of home life (notice I said juggling, not balancing), our mind is constantly elsewhere, we’re not focused, our defences are down and we get sick. And all of this can lead to accidents or injury. For example, high job demands increase the risk of safety shortcuts; long working hours can result in lack of sleep, fatigue and reduced focused; and being time poor often means you put yourself last, which also means that you’re at risk of developing illness and chronic diseases.

All of this considered, it’s pretty obviously that supporting and maintaining work-life balance is not only good for individuals, but can save the business a whole lot of money in the long run. Which is why embedding work health and wellbeing programs into organisational policies and culture is not only best practice, its good business.

Here are a few simple steps to take creating and supporting work-life balance:
1. Encourage and educate managers and supervisors to be supportive of work and family – write it into policies and procedures
2. Give workers more control over their hours – don’t be counting the clock while they’re in the office, let them stay longer when it works and rush off early when they need to
3. Provide flexible working options – working from home shows trust while being supportive of other’s schedules
4. Practice work-life balance from the top down – be a role model by showing that work-life balance is accepted, not just tolerated
5. Pay attention to burnout – getting emails from employees at 2am? Make sure you recognise when workers are taking on too much and act
For years Australian’s have thought of work and home as two completely separate entities. In fact, often times it isn’t until we become parents ourselves that the line between work and home can start to cross and blur.

So don’t wait until other commitments create enough stress to start a positive balance with work and home.

Studies have shown that when an organisation adopts a positive work-life balance culture, the benefits and results are worth it. Within a few months workers are more engaged, with higher energy and focus; overall worker health is improved and stress is reduced; and in the long-run workplace injuries, absenteeism and the cost of workers’ compensation claims are all significantly less. Not to mention, workers are happier within their work and personal lives, which is the most important of all.



Is burnout costing your business? Here’s what to do about it.


Picture this… you’re the GM or CEO of a booming commercial company; you’re well connected and well respected within the industry; you rise above any challenge, find superior solutions to any problem, exceed all expectations and the business thrives because of it; you’ve got a nice little holiday home, drive a European car and fly business-class. But here’s the problem… the holiday home sits empty because you work seven days a week, 52 weeks a year; you rarely see your kids before they’re in bed, only ever eat on the run and haven’t been on a date with your partner in months; you’re gaining weight at a steady pace and even the strongest pain-killers are no longer easing your migraines; you can’t take your mind off work, feel as though your constantly putting out fires, and you’re stress levels are through the roof. So is it all worth it?

While studies into burnout have been happening for years, acknowledgement and awareness have only recently become more prevalent within Australian businesses, with workers from the CEO to the receptionist and cleaner often ignoring its symptoms. But not only is burnout affecting the lives of those experiencing it, it’s also costing businesses billions of dollars each year in absenteeism, presenteeism, accidents and injury.

 

 

And this is a problem! Job burnout is associated with work stress and is a state of physical or emotional exhaustion, usually involving a sense of reduced achievement, which can be related to health conditions such as depression, illness and disease. Symptoms can include becoming cynical or critical, irritability and/or impatience, decline in productivity and concentration, fatigue, lack of satisfaction or physical illness. So whether you’re the CEO of this particular booming business, or you recognise symptoms in your employees, it’s so important that they are not ignored.

Here are some key areas to focus on:

Lack of control – do workers have control of their own schedule, projects or workload? Do workers have all the resources they need to do their job?
Role and expectations – do workers clearly understand their role and expectations, how much authority do they have and do they feel valued?
Demands – are workers able to cope with the demands and workload of their role?
Relationships and support – do workers have positive working relationships, with open communication, with co-workers and managers? Do manager’s micro-manage work? Are workers receiving encouragement and support for a job well done?
Organisational change - if change or restructure is taking place, are workers well managed and effectively communicated to?
Activity extremes – is the job monotonous or chaotic? Both can lead to burnout.
Work-life balance – does the job take up so much time and effort that a worker is missing out on time with friends or family, or doesn’t even have the energy to take part in activities outside of work?

It’s important to remain object and keep and open mind when you consider these questions… because at the end of the day, health is more important than ticking an item off your to do list.

"Presenteeism is a concept that describes people being present at work but not productive. Current research shows this to be a $33 billion loss to Australian industry."

If you’ve realised that burnout is in fact prevalent in your workplace, take action! There are plenty of small things which can help:

Evaluate the options – what is priority 1 on you or your workers to do list? Work together to determine expectations, problems and solutions, what needs doing now, and what can wait. Be realistic.
Get help – reach out to support networks: co-workers, family and friends. Anyone who might be able to assist either in collaborating you to get the job done, or provide you with some stress-relief. An Employee Assistance Program is a great tool to provide counselling, support and useful techniques to manage stress and build resilience.
Take your mind off it – try a relaxing activity or hobby that might assist in taking your mind away from work, even for 10 minutes.
Exercise ¬– there’s a lot of research proving that exercise is a great stimulant for improving mental health. Get moving!
Rest ¬– as with exercise, sleep is vital to functioning at full capacity, not to mention allows you to think clearly and make good choices.
Practice mindfulness – there are plenty of Apps available which can take you through mindfulness techniques to calm and reduce stress.

So after a bit of re-prioritising, delegating and practicing some mindfulness, you’re still the CEO of a booming commercial company; still well connected and well respected; and you’re taking the family to the holiday home for the weekend, while you switch off your phone and enjoy some ‘me’ time. Because what you’ve just learnt is that well-managed workplaces are proactive about burnout, see issues as they arise and are prepared to put workplace health first.
 



The importance of critical incident debriefing in preventing psychological injuries

 

SafeWork NSW has recently circulated information highlighting the risk of crush injuries, as a result of two fatal incidents where truck drivers have died while working on or near their trucks. And it got us thinking… what about the psychological injuries caused to others who are unfortunate enough to witness incidents like these?


History tells us that high risk industries are almost guaranteed to succumb to a worker fatality at some point.

 

As of the 6th of June there had been 64 Australian workers killed at work in 2019. In 2018, that number totalled 157.

 

What history also tells us, is that for those who are exposed to or involved in a workplace incident, the first two hours are critical in assisting workers deal with their physical and emotional reactions.

And the reason being is because exposure to critical incidents can lead to significant distress; recurrent thoughts, anxiousness, mood changes, restlessness and shock. And gone untreated, distress can lead to long-term physiological issues such as Acute Stress Disorder or Post Traumatic Stress Disorder.



By providing really early intervention to a fatality or major incident on site, psychologists can counsel workers to assess their current state of mind, diagnose shock and determine if they are at risk of developing long-term psychological injuries.

Here are five critical incident management tools to assist in supporting workers:

1. If you’re in a high risk industry, prepare workers for a possible critical incident:
• Develop procedures for responding to and identifying critical incidents and ensure staff are educated and aware of procedures
• Contract suitably qualified safety consultants with experience in critical incidents and critical incident management
• Asses the workplace for safety hazards and ensure all necessary PPE is available

2. Demobilisation (rest, information and time out) is the best way to calm workers following a critical incident, ensuring their immediate needs are met as soon as possible:
• Convene with all workers, summarising the incident and clarify any uncertainties (ensure all workers have the opportunity to ask questions)
• Provide Psychological First Aid (supportive and practical assistance via assessing needs and concerns, ensuring basic needs are met and connecting people with information)
• Provide a course of action moving forward, and alter workplace responsibilities and roles where necessary

3. Defusing (immediate small group support) should be conducted by a qualified employee or external contractor and is an opportunity for workers to review the event, talk about what happened, receive advice and support. Defusing should take place within 12 hours of the critical incident occurring.

4. Debriefing as a group should take place approximately one week after the critical incident. It is an opportunity for workers to put things into perspective once they’ve had a chance to process what has happened. Often a knee-jerk reaction to a critical incident will be that ‘I don’t need to talk about it’, but often within a few days the worker may find that they are now experiencing other psychological or physical issues as a result. Debriefing allows a qualified counsellor or safety expert to assess the risk of long-term psychological injuries, determine if acute stress is present for individual workers, and can provide management techniques and tools to handle emotional reactions.

5. Follow-up support is key in psychological injuries; shock around trauma is known to manifest over time and can worsen if not addressed or spoken about. If workers find that their shock builds momentum, they are losing sleep, having recurring thoughts of the incident and are struggling to move on with every day duties, this may be a sign of a psychological injury such as acute PTSD. Workers who expressed significant concerns at earlier stages of the critical incident management process should have continual follow up support with a trained professional.



When it comes to preventing the onset of shock, and potentially acute stress or PTSD, after a critical incident, it’s recommended that all workers be involved in the critical incident debriefing process. Although many workers will be able to return to normal duties within a short time frame, if not immediately, it’s important to note that serious accidents are one of the leading causes of PTSD in Australia. But more importantly, it’s treatable and, with the right help, avoidable.

For more information or help with regards to critical incidents and psychological injuries, see our Work Health Safety Services or call 02 9957 1300.


Common Injury Management Mistakes Guaranteed to Rise Insurance Premiums

As an employer, you have a lot on your mind when a worker gets injured... I’m not going to meet the deadline; how will I get the job done now; what will this cost me; should I hire a temporary replacement?

 

The last thing you need to add to the stress is the cost of your insurance premiums rising because you haven’t followed the correct procedure or not acted quickly enough.


At Work Options, we see a lot of situations where an employer’s insurance premiums rise because of common injury management mistakes. Here are the top 6:

Not offering suitable duties
Offering suitable work duties is critical to the return to work process and keeping your insurance premiums down. How? Returning to work in some capacity is proven to significantly increase the chance of the worker returning to a pre-injury capacity, assisting their physical and mental recovery, in a much faster timeframe than doing nothing at all. In turn, there are less costs for medical, legal and wages.

Not acting soon enough
It’s pretty simple really… failure to report the injury will result in delays in the claim, treatment approvals and actions taken by the insurer to start the process; all costing valuable time and money, lost wages, and ultimately a slower return to work. You should notify the insurer within 48 hours of a workplace accident or injury.

Not being active in the process
We hear it from workers all the time… “My manager acts differently towards me since my injury”. Unfortunately some employers don’t take an active part in a worker’s recovery and return to work until they notice a jump in their premiums. Not only does this often lead to conflict between the two parties, but workers will feel undervalued and employers forfeit any control they have over the direction of the claim, ultimately resulting in rising premiums.

Not having a rehab provider involved in the early stages

It seems pretty obvious that complex injuries require specialist advice, support and treatment… and without it, the return to work process will take longer. Simple to do – just ask your insurer to refer. Did you know that the cost of a rehab provider does NOT go onto your claim cost?

Not making WHS a priority

Prevention is ALWAYS better than a cure! Again, it seems like a simple task but unfortunately many Australian businesses don’t implement WHS initiatives because they either lack the know-how or resources. Education, appropriate PPE and tailored WHS policies and procedures are the best way to reduce the amount of injuries which occur in your workplace, keeping insurance premiums down and reducing costs in the long run. Ever wondered why workers are repeating injuries in the workplace, or how they are aggravating existing injuries? This is all avoidable when you make WHS a priority!

Termination of injured workers
Here is the biggest mistake you can make! Firstly it is illegal to terminate an injured worker within six months of a work-related injury, due to their injury; secondly by terminating an employee within three years of a claim, your premiums are likely to escalate..

It’s easy to be frustrated when an employee is injured at work, but it’s important to act quickly, offer support and provide suitable work duties, to get the worker back to work, with minimal disruption to the business. And you should know… if suitable work duties are not provided, your insurer is required to calculate an estimate for wages to be added onto the claim, and history tells us this can be somewhere between one and up to eight years of wages!

The best option? Protect your business by engaging an experienced Return to Work Provider to help you navigate through the minefield of regulations and technical information and avoid costly mistakes.



Workplace Health and Safety Policies: employer versus employee responsibilities

 

It is a common misconception that maintaining a safe workplace and reducing hazards lies solely with the employer… but it’s important to note that employees have responsibilities too. Employees should be well versed in the company WHS Policy and positively contribute to a risk-adverse safety culture.


Did you know that 36% of Australian workers think that risks are unavoidable in the workplace? Or that 24% think that minor incidents are normal at work? Pretty big numbers, huh? Does this sound like people who are aware of their safety responsibilities? And employers aren’t completely innocent either… 18% think that workplace risks are unavoidable.

This is why correct policy and communication is imperative to your business. So what are the differences between employer and employee responsibilities around safety? Let’s break it down:

Employer’s responsibilities:

• Prepare, share and acknowledge the company WHS Policy and ensure all employees are aware of their safety responsibilities
• Minimise or eliminate all hazards and safety risks whereever possible
• Ensure all relevant safety legislation is adhered to, and written into the policy
• Provide all employees with appropriate training, ensuring that they can confidently and safely perform tasks
• Provide all necessary PPE and safety equipment
• Consult and communicate with employees on all things related to safety, health and wellbeing
• Have a suitable reporting process where employees can advise of any risks or health and safety concerns
• Have a detailed return to work program prepared should an injury occur
• Consult an injury management specialist as soon as an injury occurs

Employee’s responsibilities:
• Be aware of and adhere to all company WHS policies and procedures, including following safe work practices
• Wear all provided PPE and utilise safety equipment where instructed
• Report any hazards, injuries or incidents to management using appropriate reporting channels
• Take reasonable care and precautions with regard to your own safety
• Participate in all safety training and consult with a supervisor when unsure
• Report to work in a state which is fit and safe for duty

Want to change your WHS Policy for the better? Take these points, adapt them to your business and copy them straight into your policy! Because if there’s anything we’ve learnt here, it’s that no matter where you think your company’s policy stands, it could always use a health check. And not only when you’ve recruited new employees, altered job responsibilities or moved premises, but any day of the week! Adopt an ‘analyze, improve and share approach’, and create a collaborative risk-averse safety culture.