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Case study: Thinking outside the box with psychological injuries and rehabilitation and return to work

Return to work rates improve when you respond meaningfully to workers experiencing a psychological injury and make workplace adjustments to support recovery.

This case study highlights why an employer’s response to a psychological injury is so important, and how small, creative actions can transform a worker’s recovery and return to work in practice.

Case study

Alice, an office worker, experienced a distressing incident of workplace violence and aggression during a customer interaction. Afterwards, she told her supervisor she was struggling with stress and anxiety related to the event.

Her supervisor responded with empathy, thanked Alice for speaking up, provided information about the workplace’s early assistance program (EAP) and reassured her that her health and wellbeing was the priority. They also assisted her in lodging a workers’ compensation claim and worked closely with their insurer to ensure a smooth process. This early support helped Alice feel safe and connected to her workplace.

  • Alice’s rehabilitation and return to work (RRTW) plan was prepared by her insurer in consultation with Alice and her supervisor, rehabilitation and return to work coordinator (RRTWC), and her treating doctor. The plan outlined her short and long term goals, her psychological capacity, and the restrictions on her work capacity certificate. Her doctor recommended physical strength training to boost her wellbeing and help manage her workplace stress. The RRTW plan was reviewed regularly as Alice recovered.
  • As part of the RRTW plan, the RRTWC developed a suitable duties program. They asked Alice what tasks she felt comfortable performing and were within her current (psychological) capacity. Thinking creatively, the RRTWC included outdoor administrative duties, such as completing paperwork or data entry in quiet outdoor areas, because time outside has been shown to reduce stress and support mental wellbeing. The suitable duties program also incorporated training and support for managing customer complaints to help rebuild Alice’s confidence before returning to full duties.
  • The written RRTW plan provided clear direction on Alice’s treatment schedule and incorporated the suitable duties plan which outlined her work duties, hours, and how her tasks would gradually increase as her confidence improved. Regular check‑ins with her supervisor and RRTWC ensured she felt supported and able to raise concerns throughout the ups and downs of her recovery.
  • Alice’s treating doctor, insurer, and supervisor worked together to review her capacity at agreed intervals and adjust duties as needed. Having a structured, supportive plan increased her engagement and sense of control. As a result, Alice successfully returned to her pre‑injury role with strengthened capability and confidence.

Best practice

  • Respond positively and with empathy when a worker discloses a psychological injury.
  • Take a person-centred approach that considers the whole person.
  • Act early by exploring supportive adjustments that reduce stress and build confidence.
  • Think creatively about suitable duties, including alternative environments, varied tasks, and opportunities outside a worker’s usual role.
  • Partner with your insurer to design a coordinated and flexible suitable duties program.

Why this is important

There’s strong evidence that supervisors and employers can make a real difference to a worker’s recovery after a psychological injury.

Research consistently shows that workers recovering from psychological injuries are less likely to receive timely or adequate support from their employer during their recovery. However, offering support to a worker with a psychological injury helps a worker feel connected and supports better recovery outcomes, as well as fostering a positive and psychologically safe workplace culture.

A supportive response from an employer also increases productivity and retention. Providing suitable duties and professional development increases and strengthens the level of skill and expertise in the workforce. Evidence shows that return to work rates improve when a worker has a structured RRTW plan in place and is offered meaningful, tailored suitable duties as part of that plan.

It’s also good for business, with every $1 invested in mentally healthy workplaces returning up to $2.30 in reduced absenteeism and compensation.

What can I do now?

  • Train supervisors to respond confidently and supportively to mental health disclosures.
  • Ensure workers know how to access support services.
  • Promote wellbeing through proactive mental health initiatives.
  • Prepare a list of suitable duties across your organisation, including low‑stress and alternative work environments.
  • Build a strong relationship with your insurer to streamline future RRTW planning.
  • Foster a psychologically safe culture where workers feel comfortable raising concerns.

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Last updated 31 March 2026