Ten Years, Hundreds of Coordinators, One Consistent Lesson

After a decade training return to work (RTW) coordinators across Victoria, Josh McKenna has seen legislation change, terminology evolve and workplace injuries become increasingly complex.

But one lesson has remained remarkably consistent. Good RTW outcomes are rarely driven by process alone. They happen when people understand their role, communicate early and stay connected throughout recovery.

"People are more likely to engage with RTW when they feel wanted. The process matters, but the relationship is what helps the process land."

Josh recently stepped into the role of Employer Capability Specialist, working directly with employers to strengthen capability across their RTW programs. His focus is practical: helping organisations turn good intentions into consistent habits.

Early contact. Suitable duties. Manager involvement. Better information for treating practitioners.

None of these concepts are particularly complicated. The challenge is making them happen consistently across busy workplaces, often when people are balancing RTW responsibilities alongside their day-to-day roles.

The role works best when it is understood

"The RTW coordinator role can be underestimated, but when it's properly understood it is incredibly valuable. The best coordinators are not just chasing forms or dates. They are helping the worker, the manager and the treating practitioner understand what safe, practical progress looks like."

The strongest RTW outcomes are rarely the result of one individual. They come from coordination across the people involved in a worker's recovery. When coordinators, managers and treating practitioners are working from the same understanding, RTW becomes easier to plan and easier to sustain.

What high-performing employers do differently

According to Josh, employers who consistently achieve strong outcomes tend to focus on a few common behaviours. They involve managers early. They support coordinators to influence decisions rather than simply administer processes. They give workers confidence that support is genuine. And they provide treating practitioners with meaningful information about the workplace and the duties available.

"They're not sending someone off with a blank page and hoping the certificate comes back with a plan."

That capability becomes visible through connection, coordination and confidence. The coordinator brings process expertise. The manager understands the role, team and workplace. The treating practitioner understands the worker's recovery needs. The best outcomes occur when those perspectives come together to support the next safe step.

The manager often makes the difference

"In my experience, the manager is often the difference between a plan that stays on paper and a plan that actually works."

Managers play a critical role in helping workers stay connected to the workplace. When managers are informed, involved and confident, suitable duties become part of normal workplace practice rather than something that feels separate or temporary. That helps workers maintain a sense of belonging and reduces the risk of disconnection during recovery. An RTW plan is often stronger when it begins with a conversation rather than a document:

• What can the worker safely do?
• What does the role require?
• What support can the manager provide?
• What information does the treating practitioner need?

When those questions are answered early, the formal plan becomes a reflection of shared understanding rather than a compliance exercise.

Adapting the approach to fit the employer

Over the years, Josh has worked with organisations of every size, from small businesses through to large national employers. The challenges are often similar, but the environment surrounding them can be very different. Some organisations have highly structured processes and multiple layers of approval. Others have greater flexibility, but fewer dedicated resources. Neither approach is inherently better. The key is understanding how the organisation works and building RTW practices that fit within that environment.

"One employer was struggling to support a group of their workers who were long-term injured. Rather than starting with the claims themselves, I wanted to understand how the business operated, what shaped its culture and how it supported its people. Working alongside their RTW coordinators, we combined their understanding of the workforce with our claims experience. That shared understanding helped create better conversations, clearer plans and renewed progress for their workers. A key lesson for me was that sustainable RTW outcomes are easier when the approach fits the organisation, rather than asking the organisation to fit the process."

What has changed over ten years

One of the biggest changes Josh has observed is the growth in psychological injury claims.

"Ten years ago, psychological injury claims were less prominent in my training rooms. Now they're often one of the first topics people want to talk about. Coordinators generally understand the process, but many are less confident about what to say, what information can be shared and how to support a safe first step back to work. That's a capability gap I'm passionate about helping employers close."

What good looks like

For organisations thinking about their own RTW capability, Josh suggests starting with three practical questions:

• Is your coordinator supported, trusted and involved early enough to influence the worker's experience?
• Are your line managers clear on the role they play in keeping workers connected and making suitable duties successful?
• Are treating practitioners receiving useful workplace information, or being asked to fill in the gaps?

"If you can't answer those three questions, that's your starting point."

In his new role, Josh will work directly with employers through coordinator training, manager briefings, and practical support that strengthens capability where it matters most. The aim is not to tell employers what they are doing wrong. It is to help them do more of what already works.

Early contact that feels genuine. Managers who stay involved. Suitable duties that reflect the reality of the workplace. Treating practitioners who have the information they need to make informed decisions.

"You can outsource parts of the process, but you can't outsource the workplace relationship."

And ultimately, that relationship is where successful RTW outcomes begin.