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Any occupational health provision requires ongoing management input to make sure that it is fully integrated into operational activities. It is good practice to specify the management framework within the service-level agreement, contract, terms of engagement or other elements of the service framework.
Managers should clearly define the levels of service required from occupational health providers
As in any area of management, a lack of defined standards or shared expectations of service levels can lead to divergent views about objectives.
A common criticism of occupational health providers is that response times are slow (IRS (2007) ‘Occupational health’s role in managing absence’, IRS Employment Review 30 July 2007). The most effective occupational health services are run within an agreed framework of service-level standards. For example, employees in particular categories will be seen within n days, reports are written within m days, there is a turnaround in pre-employment assessment of y hours (see, for example, Carmarthen County Council’s occupational health service).
Managers need to clearly define the reason for all referrals
A further criticism from managers is that occupational health reports are sometimes too general or fail to demonstrate an understanding of the workplace. Conversely, the same research found that occupational health advisors complained that they did not always know why someone had been referred to them (IRS Employment Review 30 July 2007).
Any referral to occupational health advisors should identify the specific areas of concern. There should be a well recognised channel of communication, for example through the manager of the occupational health service, to avoid misunderstandings.
| Case Study - Rhondda Cynon Taf County Borough Council
The Council is delivering efficiency gains by controlling sickness absence.
It is currently making a concerted effort to reduce the number of employee sick days through its own occupational health unit. Employees have access to occupational health physicians, counsellors, a nurse and a physiotherapist to help them remain in work or return to work sooner than would be possible otherwise.
The occupational health unit also undertakes regular health surveillance and health promotion campaigns to raise awareness of significant health problems. Its success is reflected in reduced sickness absence statistics over recent years. |
Managers need to control costs
Organisations need to set up an effective accounting system to control the cost of occupational health services. The method of referral, whether employees self-refer or managers act as gatekeepers to the service, will affect the volume of demand for services and hence the costs.
Managers need to monitor and evaluate the effectiveness of their occupational health service
Sometimes there is little monitoring or evaluation of the outcomes of occupational health cases.
- Feedback: the IRS researchers suggested that establishing a system for frank and constructive feedback between human resources, occupational health advisers, line managers and other stakeholders could minimise friction and misunderstanding;
- Regular updates: managers require regular updates on individual cases at pre-determined intervals;
- Evaluation: the role, location, services and cost-effectiveness of the organisation's occupational health service should be evaluated every few years. The evaluations should involve all stakeholders and draw on absence statistics and other data. Where a service is contracted out, the evaluation is likely to form part of the re-tendering process.
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