My names Anita Johnston and I’m the Human resources manager here at VAC Group of companies
and also return to work coordinator and we do asset protection in the civil construction
industry so we do non-destructive digging, and ground penetrating radar and sub surfacing
utility engineering. We have around 150 staff and the majority
of our staff do non-destructive digging with our VAC trucks , vacuum digger and we also
have utility locators that work in our earth spy division.
So for successful return to work I think the core issue is really that relationship with
your employees, that they know that you are really there for them and they understand
beforehand what sorts of processes will be taking place, that they know the suitable
duties and that their supervisors going to be well involved and that staying at work
is really health for them in that they can keep a relationship going into work, staying
involved with your work mates and having that confidence that continues with the healthy
aspects of been at work.
Some of the benefits that come for the business was successful return to work, obviously that
the employees are still available to be utilised and to meet our clients’ needs. There’s
the aspect financially too, there’s a massive impact that it can have on premiums, but I
think ultimately the real benefit to the business is that cultural fit, knowing that your staff
know and you know that you can be proud of yourself as a business you do have a culture
where your staff are looked after and that gets out there and people do approach us and
do want to work for us. Some of the successes that we have found in
our return to work culture are really hiring people that have a wonderful approach to life
and to work as well so attitude is one of our key drivers for what we look for in our
staff and that creates a successful work place full stop.
Another aspect that we find really helpful is just really explaining to people right
from the first day of what they can expect so if something goes wrong and they have an
injury for example then we don’t just stop work but we just adjust work so they know
right from first day how we do return to work and what their expectations can be and how
the process works and that they have a voice and that we are all about continual improvement
and encouraging them to be engaged.
So I do feel really lucky in this work place and that we do have senior management the
owners the directors they generally do want to have a safe workplace they do care about
their staff and there is no issue as far as support to my role in return to work and I
think that really is something that potentially other workplaces can learn from is that there
are financial benefits and that culture does flow from top down throughout our business.
So our successful early intervention strategies really are being engaged with the employee
right from when they may first have an injury. So we are part of the initial consultation
with the Doctor so that we really build a team approach.
We have come a long way in our GP engagement and relationships so have gone out and identified
specific practices that have occupational focus in their work and actually had them
come out to our depots, demonstrate for them what VAC trucks do and what utility locators
do and even engaged actual occupational physios so they could break down into different duties
and weights so then we could specifically map out for GP’s what different kinds of
suitable duties are available.
I guess communication is one of the keys to the success that we have had and engaging
senior management and supervisors of injured workers so that they know what is expected
of them to get out there hands on with the Doctors and the employees and just keep the
ball rolling as far as communication.
I keep our leadership team across what’s happening as far as return to work goes by
open communication and then when we have monthly management team meetings as well I present
on where we are at and how things are tracking as well.
One of the fantastic things is that it doesn’t cost a lot of money to be good at these processes,
it just takes a great attitude. For other return to work coordinators I’d
really encourage them to take the processes to get senior leadership involved and in the
buy in guess driving the financially benefits is obviously a key success.
Also the attitude of staff and the managers and the people that the supervisors that are
going to be dong the return to work relational stuff with their employees that they have
a positive approach to return to work, it’s not about blame it’s really about supporting
staff and having that positive attitude towards return to work and that they are feeling supported
and that their culture has a strongest driver and that achieve results.
We have taken the time to put things in place and it has really reaped rewards of people.
They have had better health outcomes, better social outcomes with their families and it’s
a great achievement.