5. Health and Safety Management - PIMS FINAL ONE

8/9/2019 5. Health and Safety Management - PIMS FINAL ONE

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Health & Safety Management:Optimising outcomes from your health,

safety and rehabilitation service providers

Sue Read - Psychologist

Senior Prevention & Injury Management Consultant

Comcare


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Overview

An integrated organisational approach tohealth and safety

Principles for optimising outcomes from

your health, safety and rehabilitation serviceproviders

Case study - exploring organisationalapproaches to identified workplace issues


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Senior

management

leadership and

commitment

OHS RiskManagement

Model Principles

Active

involvement of

each individual

in the

workplace

Hazard

identification

risk assessmentand risk control

Effective

communication

through

consultationProvision of

appropriate

information,

education and

training

OHS

management

information

systems

OHS Risk Management Model


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Com

mu

Monitor and evaluate the controlsReviewth

Identify the Hazard

Assess the Risks

Control the Risks

Risk Management

A comprehensive approach to the risk

management process


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Prevention - Integrated

management systems

People management

Risk management

Business performance

Customer service


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The Injury PreventionThe Injury Prevention

& Management Continuum& Management Continuum

PreventionPrevention SecondarySecondaryPreventionPreventionInjuryInjury RehabilitationRehabilitation

RecoveryRecovery

PositivePositiveWorkplaceWorkplace

CultureCultureEarly InterventionEarly Intervention

Maintain connection with theMaintain connection with theworkplaceworkplace

Hazard IdRisk Assessment

Risk Control

Monitor &

Review

Respondto warningsigns

Injurynotification

Medical

attention

Early contact

(Claim)

Arrange Assessment

Provide a RTW Plan

Monitor until sustained

00


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PreventionPrevention

Early InterventionEarly Intervention

RehabilitationRehabilitation

ORGANISATIONALORGANISATIONAL

INDIVIDUALINDIVIDUAL


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Reactive approachesReactive approaches to deal withinjury or external service providers

will not:

Address systemic OHS issues

Lead to permanent improvements


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Organisational problems needOrganisational problems need

organisational solutionsorganisational solutions

A strategic approachstrategic approach will:

Allow identification of systemic OHS issues Allow these issues to be prioritised and addressed

Lead to long term improvements that survive

changing personnel


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Planning to engage health, safety andrehabilitation service providers

Engaging providers to address organisational issues

needs to be strategic, complimentarystrategic, complimentaryand alignedalignedwith

the organisations health and safety goals rather than

ad hoc

Interventions may be aimed at identifying andidentifying and

addressing risk of injuryaddressing risk of injury, supporting and assistingsupporting and assisting

employees at riskemployees at risk, and/or implementing safe andsafe and

effective return to workeffective return to work of injured employees

The closer the intervention to the risk the more far

reaching will be the impact and outcomes


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Case StudyAn employee lodged a claim recently alleging repeated bullying andclaim recently alleging repeated bullying and

harassmentharassment, and that their manager had engaged in an unfair andinappropriate performance management process. This employee has

had higher than the average absent days over the last four months

you discover that the average number of days offaverage number of days offfor all staff in this

team is nearly twice the average of the rest of the organisation.

Quarterly reports from the Harassment Contact Officers (HCOs)Harassment Contact Officers (HCOs)

network indicate an increase over the last year in the number of

requests for informal guidance and support

types ofbehavioursbehaviours being exhibited by select individuals, and alsoabout one or two senior managersabout one or two senior managers.

no one really cares about what we do here anywayno one really cares about what we do here anyway


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Absenteeism ratesAbsenteeism rates across the organisation higher than they were last year

Employee Opinion Survey results 32% of staff32% of staffexperienced bullying orbullying or

harassing behavioursharassing behaviours in the last 12 months, high percentage of staff did

not feel supported by their line manager

Employee turnoverEmployee turnover has been higher than usual, hard to attract and

retain good staff to fill a number of recent vacancies

Managers finding it hard to get staff to engage with their work, findingstaff unmotivated

Recruitment costsRecruitment costs have risen by 35% in the last year

Increase in EAP usage 15% increase in work related counselling

Exit interviewsExit interviews 2 senior employees stated in their exit interviews that

they believed there was a blaming cultureblaming culture and a culture of only

communicating when things had gone wrong. No communication of success


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Rehabilitation assist return to work of injured

employees

(Tertiary interventions)

Provide safe and effective rehabilitation and return to

work for individuals once an injury has occurred and

preferably before a workers compensation claim has

been lodged

Focus on the provision of assistance and services after

an injury has occurred

Ensure that when an injury does occur, employeeshave a timely return to work and resume prior

functioning


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Examples of tertiary level interventions are:

Policy and procedures to enable safe anddurable return to work

Assessment of rehabilitation needs

Planning rehabilitation programs with generalpractitioners

Early access to treatment

Management provision of suitable duties

Case conferencing


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Early intervention support employees at risk

(Secondary interventions)

Provide a safety netsafety net of services and interventions which

have a role in preventing injury and providing assistance to

aid recovery

Monitor the health and wellbeing of employees and

identify warning signswarning signs of potential injury

Intervene earlyIntervene early to provide supportprovide support for employees who are

experiencing early signs or symptoms before they developinto an injury or illness


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Examples of secondary interventions are:

Systematic monitoring of indicators such as

absenteeism, turnover, grievances

Employee assistance program counselling

Manager assistance programs

Training (recognition of warning signs) Critical incident debriefing

Conflict resolution strategies

Early intervention policies and strategies

Management support and assistance for employees


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Prevention manage the risk of injury/illness

(Primary interventions)

Focus on the risk at the source to prevent it occurring

Aim to create a safe and healthy workplace and

systematically address workplace hazards that may lead to

injury

Systems and strategies that an employer has in place prior to

an employee starting work


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Examples of primary interventions are:

leadership development programs developing effective communication through

consultation

management and staff information education and

training in Occupational Health and Safety roles andresponsibilities

hazard identification, risk assessment and control

organisational health evaluation and plan

OHS management systems audit


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Key questions prior to engaging an external service

provider

In the context of the risk management process:

Can you describe and define the problem?

How could this issue be addressed?

What internal resources are available?

Has the problem been addressed elsewhere in the organisation or by

other agencies?

What would the intervention/service be aiming to achieve?

How does this intervention align with your agencys overall health and

safety strategy?

How will outcomes be measured including value for money? How will the outcomes of this intervention/service be generalised and

communicated in your agency?

What reporting will be required?


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Getting the most out of external service providers

Analyse the issue that needs addressing and develop abusiness case for intervention

Outline how the intervention or service provision fits

in with the overall health and safety strategies of the

organisation

Seek assistance to establish a clear service level

agreement or contractual arrangement

Ensure the service provider has the appropriatequalifications and skills to deliver effectively


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Gaining the most out of external service providers

Assess whether the service achieves value for moneyvalue for money

Promote the use of providers in an efficient, effective andefficient, effective andethical mannerethical manner

Make decisions in an accountable and transparent wayaccountable and transparent way

Ensure that your

service level agreementservice level agreement:

Clearly sets out expectationsexpectations

Includes service level requirements

Outlines a measure ofintended outcomesintended outcomes

Outlines expected reporting requirementsreporting requirements from the provider

back to the organisation


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Getting the most out of external service providers

What do you want them to do?

How well do you want them to do it?

How will you know if your outcomes are achieved? What will it cost (does it achieve value for money)?

What reporting will be provided back to the

organisation that can be used for further learning?


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Monitor and Review

Monitor and review the implementation (process) andeffectiveness (outcome) of interventions:

Measure and reportMeasure and report against agreed targets and

performance indicators, and review against strategy

goals

Aim for continuous improvementcontinuous improvement, rather than

expecting a dramatic and uniformly positive impact

Improve interventions as indicated by the review and

evaluation


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Engaging service providers summary

When engaging external service providers rather than

being reactionary ensure their use is:

StrategicStrategic aligned with your organisations health and

safety goals

Meets the identified needsidentified needs of the organisation

Integrates with other risk and people management

strategies

Mix of organisational and individual level interventionsMix of organisational and individual level interventions


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References Available at www.comcare.gov.au

Working Well: an organisational approach to preventing

psychological injury (Publication 47)

Working Well: steps to prevent and manage psychological

injury (Publication 56)

Working Well: strategies to prevent psychological injury at

work (Publication 57)

Targets for achieving better workplace Health, Safety and

Rehabilitation. Australian government premium paying

employers (Publication 09)

Leadership Commitment: Early Rehabilitation Assistance

to Employees (Publication 31)


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References Available at www.comcare.gov.au

Positive performance indicators: Measuring Safety,

Rehabilitation and Compensation Performance (Publication 10)

Rehabilitation: Managing Return to Work, a Better Practice

Guide for Senior Managers and Supervisors (Publication 16)

Identifying Hazards in the Workplace (OHS10)

Safe and Sound: Safety Leadership in Government

Workplaces (Publication 35)

Employee Opinion Surveys(Publication 53)Bullying in the Workplace: A guide to prevention for

managers and supervisors (OHS65)


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An organisational approach to prevention and

management of injury

Strong management commitmentmanagement commitment

Employee involvementEmployee involvement

Clear description of the problem and business case setting Goals for improvementGoals for improvement

Integrated management systemsIntegrated management systemsapproach

Targeted interventionsTargeted interventions which may be aimed at

prevention, early intervention and rehabilitation

5. Health and Safety Management - PIMS FINAL ONE

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