It pays to care: the case for better injury management

Work-related injuries and psychosocial hazards significantly impact businesses, affecting productivity, performance and profitability. However, there’s good news: when it comes to managing work-related injuries and preventing psychosocial risks, it pays to care, writes Dr MARY WYATT, lead occupational physician for It Pays to Care.

“It Pays to Care” is the title and underpinning principle of a new policy paper developed by occupational health experts (the Australasian Faculty of Occupational and Environmental Medicine). The paper demonstrates that organisations can significantly improve return to work (RTW) outcomes, reduce costs, and create healthier work environments by focusing on early constructive support, effective injury management systems, and proactive psychosocial risk prevention.

The hidden costs of work injuries and psychosocial hazards

Workers compensation insurance premiums are calculated based on claims history and performance. While these premiums typically range from 1–6% of payroll, costs escalate significantly for businesses with poor injury management practices and outcomes. Investing in injury prevention and management strategies can yield significant cost savings.

However, the true cost of work-related injuries extends far beyond direct expenses like insurance premiums and health and safety fines. Indirect costs, which are often overlooked, can have a substantial impact on a business’s bottom line. These include lost productivity, costs of hiring, onboarding and training replacement staff, and increased administrative workload for supervisors and other staff in response to the injury. In addition to these costs, businesses must also consider the impact of psychosocial hazards:

• Increased absenteeism and presenteeism due to stress and mental health issues.
• Higher turnover rates resulting from poor workplace culture or job dissatisfaction.
• Reduced team cohesion and collaboration in psychologically unsafe environments.

Implementing It Pays to Care principles

The It Pays to Care policy presents evidence-based strategies to improve injury management, achieve better outcomes for both employees and businesses, and prevent psychosocial hazards. Here are key strategies that organisations can consider:

1. A well-structured injury reporting system is crucial for timely and effective management. The system should be:

• Easy to use: Simplified reporting processes ensure that employees can quickly and easily report injuries, reducing delays and confusion.
• Personable: A friendly and approachable reporting system encourages openness and honesty, facilitating early discussions about staying at or re-engaging with work.
• Timely: Ensuring the right person is notified promptly about the injury is vital for immediate action and support.
   

2. Initiating contact within one or two days of injury reporting is critical. Prompt engagement is especially important for mental health claims, where communication from the workplace tends to be less frequent. Early and constructive contact allows for timely provision of information and ongoing support and reassurance.

3. Identifying and addressing psychosocial barriers early can significantly improve the recovery process. This can be achieved through:

• Informal methods: engaging in conversations, probing, and active listening to understand the worker's concerns and challenges.
• Routine screening: utilising psychosocial risk screening tools to systematically identify potential barriers that could hinder recovery.
   

4. Involving supervisors in the injury management process ensures that the injured worker receives appropriate support and guidance. Supervisors can facilitate the provision of meaningful duties, helping the worker stay engaged and feel valued during their recovery.

5. A fair and transparent claims process is essential for maintaining trust and morale. Ensuring that all parties perceive the process as fair reduces stress and fosters a positive outlook among injured workers.

6. Collaboration with various stakeholders, including healthcare providers, unions and coworkers, fosters a holistic approach, ensuring that all aspects of the worker’s recovery are addressed, from medical treatment to workplace adjustments and emotional support.

7. Integrate psychosocial risk prevention into your injury management approach:

• Conduct regular psychosocial risk assessments to identify potential hazards during RTW.
• Implement controls to mitigate identified risks, such as workload management and clear communication channels.
• Provide mental health and wellbeing support services to all employees.
   

8. Foster a positive workplace culture that supports both injury prevention and effective RTW:

• Promote open communication about health and safety concerns.
• Encourage peer support and teamwork.
• Recognise and reward behaviours that contribute to a safe and healthy work environment.
   

Investing in effective injury management practices and psychosocial hazard prevention can yield significant benefits for businesses:

• Increased productivity: Minimising disruptions caused by work-related injuries helps maintain optimal productivity levels.
• Lower costs: Reducing both direct and indirect costs associated with injuries improves a business’s bottom line.
• Enhanced employee engagement: Demonstrating a commitment to employee wellbeing can boost morale, loyalty and overall job satisfaction.
• Improved reputation: Effective injury management practices contribute to a positive brand image and corporate social responsibility.
• Reduced mental health-related absences: Addressing psychosocial hazards can lower the incidence of stress-related leave and improve overall workplace mental health.
• Increased resilience: A psychologically safe workplace helps employees cope better with challenges and adapt to change.
• Improved talent attraction and retention: A reputation for prioritising employee wellbeing can make your business an employer of choice.
   

Image credit: iStock.com/skynesher