Handbook Extract: Case managing injury, illness and RTW
The information in this article is from the Return to Work Matters Workplace Systems Handbook, under the Case managing injury, illness and RTW chapter. The complete handbook is available in PDF and online format for all Return to Work Matters subscribers.
Managing work attendance for people with health conditions, sometimes called case management, is challenging but it is also rewarding.
In the context of RTW, case management is:
'A collaborative process of assessment, facilitation and advocacy of options to assist with an individual’s health needs and return to work. Case management is achieved through communication and use of available resources to promote quality and cost-effective outcomes.'*
Case management involves:
- Liaising between the employee and the workplace;
- Working with treating practitioners and external service providers such as rehabilitation providers;
- Influencing management of the employing organisation; and sometimes
- Liaising with claims or insurance staff.
Who is responsible for case management?
Case management for work injury can be performed by the:
- Supervisor or line manager;
- RTW coordinator;
- External rehabilitation professional;
- Treating doctor; or
- Human resources manager.
RTW coordinators may be actively involved in assisting employees after an injury, as the person who communicates with them and coordinates the return to work process. Alternatively, the RTW coordinator may train, up-skill and support other staff who undertake the day to day coordination of return to work.
In a large organisation the RTW coordinator may spend much of their time training and supporting supervisors to manage return to work, and limit their case management activities to complex cases.
The ten commandements of case management:
Case management (sometimes called injury management) requires effective coordination through a series of actions. The actions include universal steps such as communication with the worker, and other actions according to case by case needs.
Some people term this "patient-focused case management" or "client-centred case management." This emphasises that the employee is the key person being helped. Actions are primarily directed towards supporting the employee, both with medical rehabilitation and return to work rehabilitation.
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Important elements of case management include: |
- Communication with the employee
- A coordinator to oversee and monitor each case
- Assistance for every employee with a health condition or injury
- Clear information provided for co-workers
- Minimal delays
- Regular follow ups
- Trained and skilled case managers
- Case managers with enough time to do their job
- Documented case management procedures
- A week one RTW briefing meeting with injured employees
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