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Key points:

Employer-driven injury management systems Dr Christine Randall Rehabilitation Counselling program convenor School of Human Services & SW. Key points:. Shift in focus from liability/eligibility to functional goals is needed.

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Key points:

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  1. Employer-driven injury management systemsDrChristine RandallRehabilitation Counselling program convenorSchool of Human Services & SW

  2. Key points: • Shift in focus from liability/eligibility to functional goals is needed. • Employer driven fully integrated prevention and injury management systems, such as the Disability Management model, are producing better outcomes for large companies. • There are many documented examples of companies that have benefited from investing in IM systems. • IM systems are most effective when they are tailored to individual organisations. • All stakeholders must be involved in the design of the IM system to ensure ownership. School of Human Services & SW

  3. Features of successful IM systems • Employer (rather than insurance) driven • Acknowledge importance of organisational culture • Take a systems approach with a focus on organisational context • Fully integrated into the organisation at all levels • Fully integrated across all aspects of employee wellness, including prevention and rehabilitation • Actively involves all stakeholders at all levels School of Human Services & SW

  4. Features of Disability Management • joint labour-management commitment and involvement • early intervention and early return-to-work philosophy • multidisciplinary interventions • case management/case coordination • effective disability prevention strategies • (Shrey, et.al., 2006, p. 58). School of Human Services & SW

  5. Features of DM …. • employee education and involvement • utilisation of employer-based and community resources • supportive policies and procedures to facilitate accommodations and jobsite modifications • system that ensures accountability of all parties • management information system for program evaluation • (Shrey, et.al., 2006, p. 58). School of Human Services & SW

  6. Business case for employer-driven IM • Decrease human costs of illness, injury & disability • Decrease financial costs (direct & indirect) • Decrease absenteeism, presenteeism & turn over • Improve employee satisfaction & productivity • Improve workplace culture & competitive advantage • Optimise recruitment & retention of talented employees • Contribute to corporate strategic plan School of Human Services & SW

  7. Automotive Manufacturing • Trial of CM protocol in one plant • Cases selected for review • Emphasis on employee contact during & after intervention • Productivity & job retention critical • Focus on recovery, rehab, RTW & retention • (Mobley, et al., 2000) School of Human Services & SW

  8. Petrochemical company (Skisak, et al., 2006) • report absence on Day 1 & Day 4 & case manage > 4 days • internet CM tool & training for all stakeholders to promote RTW • process responsibility flow charts • case manager advocates for employee & promotes ownership of health • senior management informed & involved • data to highlight areas for improvement & promote accountability • annual customer satisfaction survey sent to rehabilitated employees School of Human Services & SW

  9. Emergency services • Preventive measures for individual & operational stressors • Individual interventions • Organisational measures • Multi-staged & comprehensive approach, including cultural & organisational change • Disease model for intervention • (Reynolds & Wagner, 2007) School of Human Services & SW

  10. Disease model stress management School of Human Services & SW

  11. More examples of successful employers • Steelcase Corporation – office furniture manufacturer • - saved millions of dollars • Pitney-Bowes Inc – mail & message management services • - reduced number of claims by 15% • - reduced days lost to absence by 42% • Southern California Edison – power company • - significantly reduced injury/disability related expenditure • General Electric Company – saved significant dollars via an integrated disability management program • BankWest (WA) – reduced average time lost from 14.4 to 3.2 weeks • - reduced average cost per claim by 61% School of Human Services & SW

  12. But wait there’s more … • General MotorsBuick-Oldsmobile-Cadillac • Herman MillerLong Island Railroad • WeyerhaeuserWalboro • Wil-Burt City of Winnepeg • HR Institute at AFL-CIO • Pitney Bowes Inc. CIGNA group School of Human Services & SW

  13. Key messages • Not 1 size fits all, but: • All successful companies have shifted focus from obligations to IM • All have invested in IM systems and report excellent returns • All report benefits beyond successful IM • Unique organizational needs & structures require different programs • Good outcomes achieved, provided stakeholders are involved in design & implementation of programs is specific to organisational needs School of Human Services & SW

  14. Bibliography • Adam, M.L., & Flatau, P. (2005). Job insecurity and mental health. Sydney, NSW:Social Policy Research Centre, UNSW. • Akabas S.H., Gates L.B., & Galvin D.E. (1992). Disability management: A complete system to reduce costs, increase productivity, meet employee needs and ensure legal compliance. New York: AMACOM. • Amick, B., Habeck, R.V., Hunt, A., Fossel, A.H., Chapin, R.B., Keller, H., & Katz, J.N. (2000). Measuring the impact of organizational behaviours on work disability prevention and management. Journal of Occupational Rehabilitation10, 21-38. • ASCC (2007). Compendium of workers’ compensation statistics Australia 2004-05. Released May 2007 by the Australian Safety and Compensation Council. • Buys, N. & Randall, C. (2009). Disability Management: A global response to disability in the workplace. In C. Marshall, E. Kendall, M. Banks & R. Gover (Eds.) Disabilities: Insights from across fields and around the world. (Vol. 3). School of Human Services & SW

  15. Ceniceros, R. (2010). Disability accommodation programs cut costs. Business Insurance, 44(33), 24-24. • Curtis, J., & Scott, L.R. (2004). Integrating disability management into strategic plans: Creating healthy organizations. AAOHN Journal, 52(7), 298-302. • Dembe, A.E. (2001). The social consequences of occupational injuries and illnesses. American Journal of Industrial Medicine, 40, 403-417. • Harder, H., McHugh, G., Wagner, S., & Harder, K. (2006). Disability management strategies: A preliminary investigation of perceptions, policies and out return-to-work outcomes. International Journal of Disability Management Research, 1(1), 1-9. • Harder, H.G., & Scott, L.R. (2005). Comprehensive disability management. London: Elsevier. • LifebyDesign (2007). Research & statistics. www.lifebydesign.com.au/engaged/3_ResearchStatistics.php. Accessed 7 January 2008. School of Human Services & SW

  16. Lipold, A.G. (2000). Managing the guy who isn't there. Business and Health 18(10), 25-30. • McAnaney, D., Webster, B., Lohan, M., & Wynne, R. (2001). Disability management: A system of response or a response to a system? The Australian Journal of Rehabilitation Counselling, 7(1), 1-22. • Mobley, E., Linz, D., Shukla, R. Breslin, R. & Deng, C. (2000). Disability Case Management: An Impact Assessment in an Automotive Manufacturing Organization. Journal of Occupational & Environmental Medicine, 42 (6), 597-602. • McDonald, C. (2010). Integrated disability management fuels power company's comp claim success. National Underwriter. P & C, 114(29), 12-13, 27. • Muenchberger, H., Kendall, E., & Mills, E. (2006). Creating successful rehabilitation partnerships between health professionals and employers. International Journal of Disability Management, 1(1), 10-20. • National Institute of Disability Management and Research (2000). Code of practice for disability management. British Columbia: Author. School of Human Services & SW

  17. QComp (2012). Rehabilitation Report. Issue 20 Winter 2012. • Randall, C., Buys, N., & Kendall, E. (2006). Developing an occupational rehabilitation system for workplace stress. International Journal of Disability Management Research, 1(1), 64-73. • Reynolds, C. & Wagner, S. (2007). Stress and First Responders: The need for a multidimensional approach to stress management. International Journal of Disability Management Research, 2 (2), 27-36. • Rosenthal, D.A., Hursh, N., Lui, J., Isom, R., & Sasson, J. (2007). A survey of current disability management practice. Rehabilitation Counseling Bulletin, 50, 76-86. • Shamhart, S., & Growick, B. (1996). Disability management: The case of Techneglas. NARPPS Journal 11(2), 46-47. • Shrey, D.E. (2005). Worksite disability management and industrial rehabilitation. In D.E. Shrey and M. Lacerte, (Eds), Principles and practices of disability management in industry (pps. 3-54). Winter Park, FL: GR Press. School of Human Services & SW

  18. Shrey, D.E. (2006). Disability management and return-to-work coordination. The Rehabilitation Professional, 14(4), 28-29. • Shrey, D.E., Hursh, N., Gallina, P., Slinn, S., & White A. (2006). Disability management best practices and joint labour-management collaboration. International Journal of Disability Management Research, 1(1), 52-63. • Skisak, C., Bhojani, F. & Shan, P. (2006). Impact of a Disability Management Program on Employee Productivity in a Petrochemical Company. Journal of Occupational & Environmental Medicine, 48 (5), 497- 504. • Steelcase (2008). Inside Steelcase. Accessed 7 March 2008. www.steelcase.com/ap/inside_steelcase_ourcompany.aspx?f=18568. • Szymanski, E., Parker, R.M., Ryan, C., Merz, M.A., Trevino-Espinoza, B., & Johnston,-Rodriguez, S. (2003). Work and disability: Basic constructs. In E. Szymanski, & R.M. Parker (Eds), Work and disability: Issues and strategies in career development and job placement (pps. 1-26). Austin, TX: Pro-Ed. School of Human Services & SW

  19. Westmorland, M. & Buys, N. (2002). Disability management in a sample of Australian self-insured companies. Disability andRehabilitation. Vol. 24 (14). 746–754. • Williams, R., Westmorland, M., Lin, C., Schmuck, G., & Creen, M. (2006). A systematic review of workplace rehabilitation interventions for work-related low back pain. International Journal of Disability Management Research, 1(1), 21-30. • Zimmerman, W. (2006). Disability management in a global context. Proceedings of the Getting Better Sooner Conference, WorkCover SA, Adelaide, September 27, 2006. School of Human Services & SW

  20. University programs • Graduate Certificate in Case Management (personal injury) • Specific to insurance-based rehabilitation industry • Includes rehabilitation case management, injury management, & interpersonal skills • Master of Rehabilitation Counselling – new in 2014 • Includes case management, rehabilitation counselling, vocational evaluation, job development & placement, injury management, applied counselling, disability studies, industry practicum, & research methods. • Dr Christine Randall • c.randall@griffith.edu.au 07 5552 9343 School of Human Services & SW

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