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MentalHealthistheNEWSAFETY!AndinthisemergingarenaweneedtoensurethatemployeesarebothphysicallyANDmentally‘FIT’.Theclubindustryisapressurecookertoworkin;that’swellrecognised.Longgonearethedaysofhavingto‘suckitup’or‘justdoitbecauseIhadtowhenIwasinyourjob’.Thisdoesn’thaveaplaceinthemodernworkplace.Toooftenwehearofatragedythatcouldhavebeenaverted‘ifonly’thepersonaffectedhadreachedoutforassistance.Howdoyouopenthatdialogueandwhatdoessupportlooklike?Findouthowyoucanharnessthebenefitsofnurturingacultureofwellness,mindfulnessandmeditationinyourclubthatwillensureyourmostimportantasset;yourstaffarethe‘FITTEST’bothphysicallyANDmentallytheycanbe.
AreWellness,Mindfulness&MeditationthenewCoffee?
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AreWellness,Mindfulness&MeditationthenewCoffee?
Dr Jane AustinConsultant Psychologist
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Howwillyoushowuptoday?
Iinviteyoutohaveanopenmindandshowupwithcuriosity?
Reflect,Rest,Recalibrate
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What we will cover in the next 60 minutes
ü Why think about mental health in the workplace?
ü What is a mentally healthy workplace?
ü What is mental health and wellbeing?
ü Roles and responsibilitiesü Effective conversations
Statistics
• AlmosthalftheAustralianpopulationwillexperienceamentalhealthconcern• It'sestimatedthat45percentofAustralianswillexperienceamentalhealthconditionintheirlifetime,themostcommonbeinganxietyanddepression.• ResearchwithAustralianGPshasshownthatupto 25%oftheirpatientloadperdayiscomprisedof individualsseekingsupportortreatmentforanxiety ordepression.• 62%ofpeoplewithDEPRESSION don’tseektreatmentorintervention• Anxietyanddepressiontendtoaffectpeopleduringtheirprimeworkingyears.
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StatisticsonSuicideinAustraliaABS2017:3128
• 8suicidesperday
• Men3xmorelikelytodiebysuicide
• Highestrateamongmen30’s-50’s
• Suicideistheleadingcauseofdeathformalesaged25-44yearsandfemalesaged25-34years
Suicideattempts
• Foreverycompletedsuicide,itisestimatedthatasmanyas30peopleattemptsuicide
• That’saround200suicideattemptsperday
• That’smorethanonenewsuicideattemptinAustraliaevery10minutes
• 500,000havemadeasuicideattemptintheirlifetime
Thoughtsofsuicide(Suicidalideation)
• Itisestimatedthataround250peoplemake
asuicideplaneveryday.
• Itisestimatedthataround1,000people
thinkaboutsuicideeveryday
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Mentalill-health
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• Aspectrumofproblemsthatinterferewithanindividual’scognitive,socialandemotionalabilities.
• Thistermencompassesboth‘mentalhealthproblems’and‘mentalillnesses’.
Ø Mentalillnessormentaldisorderisaclinicallydiagnosableillnessthatsignificantlyinterfereswithanindividual’scognitive,emotionalorsocialabilities
Ø Amentalhealthproblemalsointerfereswithaperson’scognitive,emotionalorsocialabilities,butmaynotmeetthecriteriaforadiagnosedmentalillness
Positivementalhealthandwellbeing(definedbytheWorldHealthOrganisation)
astateofcompletephysical,mentalandsocialwellbeingandnotmerelytheabsenceofdiseaseorinfirmity.Itisastateofwellbeinginwhicheveryonecan:ØRealisetheirownabilities
ØCopewiththenormalstressesoflifeØWorkproductivelyandfruitfully
ØContributetowork,familyandcommunity.
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Peopleunemployedornotinthepaidworkforcehadthehighestratesofmentaldisorder,aprevalencerateof26%forunemployedmenand34%forunemployedwomen
IsWorkGoodForUs?
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“Thereinwehaveoneofthefundamentalparadoxeswefacetoday:Workisgoodforyourmentalhealthandworkcanmakeyoucrazy”
Merv Gilbert-OutoftheShadowsatLast:TransformingMentalHealth,MentalIllnessandAddictionServicesinCanadaStandingSenateCommitteeonSocialAffairs,ScienceandTechnology(2006)
Thecostofuntreatedmentalhealthconditions
to Australianworkplacesisabout
$10.9billionperyear
• $4.7billionAbsenteeism• $6.1billionPresenteeism• $146millionCompensation
• 2dayssickleave perworkingAustralianisattributabletountreatedmentalhealthissues(SANEAustralia)
• 1personwithDEPRESSIONwillcosttheirorganisationaround$10,000peryear(LawyersWeekly)
Increased Disability ClaimsØ Stress-relatedworkers’compensationclaimshave
doubledinrecentyears,costingover$10billioneachyear
Ø Stressclaimsmostexpensiveworkerscompclaim
Ø Claimsinvolvingmentalhealthconditionsareusuallyassociatedwithanaboveaveragetimeoffworkandhigherthanaverageclaimcosts
Ø Inrelationtopsychologicalinjury claims,workpressureaccountsforaroundhalfofallclaimsandbullyingandharassmentforaroundaquarterofclaims
wellbeing continuum
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PreventionEarly Intervention
Treatment/Support/Rehab & Monitoring
Well Becoming Unwell Unwell Recovering
$
$$
Ref:MentalHealthFirstAidManual
INDICATORS
FlourishingWorkplace
PsychologicallySafeWorkplace
UnhealthyWorkplace
↑absenteeism↑presenteeism↑conflict↑psychologicalinjury↑incivility↓performance↓engagement
• respect• robustcommunication• person/jobfit• productivity• engagedworkforce• robustpsychologicalmeasures(riskregisters)
• highalignment• innovationandcreativity• highdiscretionaryeffort• rigorousskilledfeedback↑performance↑engagement
ResonantLeadership:• Developingresilienceinothers• Resiliencethroughchange• Coaching• Mindfulness• Othermicro-skills
• OutofdateJD• Noassessmentofpsychologicaljobdemand/fit
• Outofdateorinsufficientpolicy/procedure(RTW,Complaints,B&H)
INDICATORS
ThrivingWorkplacePsychologicallySafeWorkplace
UnhealthyWorkplace
↑absenteeism↑presenteeism↑conflict↑psychologicalinjury↑incivility↓performance↓engagement
• respect• robustcommunication• person/jobfit• productivity• engagedworkforce• robustpsychologicalmeasures(riskregisters)
• highalignment• innovationandcreativity• highdiscretionaryeffort• rigorousskilledfeedback↑performance↑engagement
SupportiveLeadership:• Developingresilienceinothers• Resiliencethroughchange• Coaching• Mindfulness• Othermicro-skills
• OutofdateJD• Noassessmentofpsychologicaljobdemand/fit
• Outofdateorinsufficientpolicy/procedure(RTW,Complaints,B&H)
ThrivingorSurviving
EmployerObligations
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• Discrimination• Workhealthandsafety• Privacy• Fairwork
MentallyHealthyWorkplaces:CommonElements
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• Positiveworkplaceculture• Stressandotherriskstomentalhealtharemanaged
• Peoplewithmentalhealthconditionsaresupported
• Zero-toleranceapproachtodiscrimination
IntegratedApproach:3KeyDomainsofAction
“Anintegratedapproachtoworkplacementalhealthseekstosimultaneously:• preventwork-relatedharm• topromotethepositiveaspectsofwork,and
• tomanagementalillnessasitmanifestsintheworkplace.”
AnIntegratedApproachtoWorkplaceMentalHealth
Promotethepositive
PreventharmManageillness
Prioritiesforpreventingharm:
1.Developknowledge,skillsandresourcesforpsychologicalhealthandsafetyatalllevelsinworkplaces.
2.Requireandsupportemployerstodevelopapsychologicalhealthandsafetystrategy,policyandprocedures.
3.Developemotionalandsocialintelligenceinleadersandmanagers.
Prioritiesforpromotingthepositive:
4.Designjobstopromotepositivementalhealth.
5.Providetraininganddevelopmentinpositiveapproaches.
6.Assessandpromotethestrengthsofindividualsandteams.
Prioritiesformanagingmentalillness:
7.Undertakestigmareductionandmentalhealthliteracyprogramstofosteraworkenvironmentwherepeopleareabletoseekhelpearlywithoutadverseconsequencesintheworkplace.
8.Ensureclearroles,responsibilitiesandprocessesforsupportingemployeeswithmentalillness.
9.Implementflexibleworkpracticestofacilitateaccommodationofindividualneeds..
Organisational Readiness
Around90percentofemployeesthinkmentalhealthisanimportantissueforbusinesses,butonly50percentbelievetheirworkplaceismentallyhealthy.(headsup.org.au)
• HasaMHWPbeenidentifiedasabusinesspriority?• DoyourExecutive/SeniorLeadersunderstandthebenefitsofMHWP?
• DoesyourpeopleplanincludeKPI’sreMHWP?• IsWellbeing/MHdiscussedatH&S/Teammeetings?
PsychosocialRiskAssessment-ToolsandTechniques
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Review - HRData/Metrics– e.g.,Grievancecomplaints,Psychologicalinjuryclaims,turnoverstatistics,
leavestatistics,mentalhealthrelatedpolicies,EAPusage,etc.
Consult – Keystakeholderstoensurebuyin,developbusinesscasefortheorganisation,exploreHRData/Metric
results,develophypothesesandapproachesforfurtherexploration.
FocusGroups– Includingeducation,andqualitative/quantitativedatacollectioncovering:•Policy/Procedure/Systemeffectives/accessibility•BarrierstoMHW(organisation,workunit,levelandrole)•RequisiteMHWcapabilities/confidence•Businessspecificrecommendationsreportingandactionplanning
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JobDemandsandResoucesJobDemands DefinitionandReference
1.RoleOverload RoleOverloadoccurswhenanindividualfeelspressuredbyexcessiveworkloads,difficultdeadlines,andageneralinabilitytofulfilorganisational expectationsinthetimeavailable(Gilboa,Shirom,Fried,&Cooper,2008;Petersonetal.1995).
2.RoleAmbiguityRoleAmbiguityisdefinedasthelackofclarityoruncertaintywithrespecttojobresponsibilities,ortheperceivedlackofimportantjob-relatedinformation.Unclearorconstantlychangingspecificationsregardingexpectationsanddutiesdefininganindividual’sjobalsoconstitutesroleambiguity(Rubino,Luksyte,Perry,&Volpone,2009).
3.RoleConflictRoleConflictreflectsthedegreetowhichemployeesareexpectedtoperformtwoormoremutuallyexclusivetaskssimultaneouslyandhasbeendescribedasincompatibledemandsandexpectationsplacedonanemployee,bydifferentgroupsorpersonswithwhomanindividualmustinteract(Cousinsetal.,2004;Kahn,Wolfe,Quinn,Snoek,&Rosenthal,1964).
4.CognitiveDemand CognitiveDemandisdefinedasthedegreetowhichanindividualmustengageincognitivemonitoringandattentivenessinordertomeetthedemandsoftherole(Jackson,Wall,Martin,&Davids,1993).
5.EmotionalDemandEmotionaldemandoccurswhenemployeesareconfrontedwithemotionallytaxing,upsetting,ordisturbingsituationsinherentinthejobthatimpactonthempersonally,andisparticularlyprominentinjobsthatinvolveinteractionswithcustomersorclients(deJonge&Dormann,2003).
6.GroupTaskConflict
GroupTaskConflictreferstodisagreementswithone’scolleaguesregardingtheworktobeundertaken(Giebels&Jannssen,2005).Suchconflictmayinvolvedifferencesinviewsaboutpoliciesandprocedures,disputesregardingallocationanddistributionofresources,ordisagreementsinjudgementsandinterpretationoffacts(DeDreu&VandeVliert,1997;DeDreu&Weingart,2003).
7.GroupRelationshipConflict GroupRelationshipConflictreferstointerpersonaldisagreementsandfrictionswithone’scolleaguesarisingfromdifferencesinpersonalstyle,values,andnorms(Pinkley,1990).
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JobResources DefinitionandReference
1.JobControl JobControlisthedegreetowhichanemployeehasthediscretiontoapproachtheirworkinamanneroftheirchoosing.Itreflectsanemployee’scapacitytomanagehisorheractivitiesatwork,includingchoiceofworktasks,methodsofwork,workpacing,workscheduling,controloverresources,andcontroloverthephysicalenvironment(Breaugh,1985;Caza,2012;Ganster,1988).
2.SupervisorSupport SupervisorSupportconsistsofboth‘instrumental’supportand‘emotional’support.Instrumentalsupportreferstoofferingpracticalhelptosolveproblemsorprovidingtangibleassistanceoraidintheformofknowledgeoradviceneededtoresolvetheissue,whereasemotionalsupportinvolvesofferingcareorlisteningsympatheticallytoanotherperson(Fenlason &Beehr,1994;Swanson&Power,2001).
3.Co-WorkerSupport Co-WorkerSupportcanbeinstrumentaloremotionalinnature.Instrumentalsupportreferstopracticalhelptosolveproblemsortangibleassistanceoraidintheformofknowledgeoradviceneededtoresolvetheissue,whereasemotionalsupportinvolvescareorlisteningsympatheticallytoanotherperson(Fenlason &Beehr,1994;Swanson&Power,2001).
4.PraiseandRecognition PraiseandRecognitionreferstoanemployee’sfeelingsofself-worththatgrowfromtheperceptionthattheorganisation andthepeopletheyworkforvaluethemandwhattheyhavetooffer(Chen,Ford,&Farris,1999).Praiseandrecognitionfromsupervisorscanbeintheformofencouragement,compliments,andothergesturesofappreciation.
5.ProceduralJustice Onetypeoforganisational justiceisProceduralJusticeandreferstoemployees’perceptionsofthefairnessoftheformalpolicies,procedures,andprocessesusedtoarriveatdecisionsandachieveend-goalsandotheroutcomes(Colquitt,2001).
6.ChangeConsultation ChangeConsultationreferstothedegreetowhichemployeesareprovidedwithinformationaboutorganisational changesandprovidedtheopportunitytoparticipateindecisionsthatmayaffecttheirwork(Cousinsetal.,2004).
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1. Whatarethepsychosocialhazardsimpactingyourteam?
2. Whatcontrolmeasurescanyouimplement?
PsychosocialHazards
Work health & Safety Act
2012
1. Identification of Risk
• Direct observation • Informed by a third party • Person disclosing
2. Assessment of Risk
• Have an informal conversation with the person to see how they are travelling and how you may assist.
• Formal assessment of risk if required.
3. Review of Risk
• What is the impact of the situation on the person? Is anyone else impacted?
4. Manage the Risk (eliminate or control)
• Link the person in with Manager, HR • If this action is not appropriate or the person doesn’t want work to
know, link the person in with EAP, GP, friend or family. High risk = action.
This legislative requirement has implications for shifting the focus of mental health from an intervention model to a prevention model to eliminate its occurrence as much as possible.
ChangesinBehaviour@Work
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appearingrestless,tenseandonedge
avoidingcertainworkplaceactivities
suchasstaffmeetings
becomingoverwhelmedorupseteasily
findingithardtomakedecisions
havingdifficultymeetingreasonable
deadlines
referringtobeingconstantlyworriedandappearingapprehensive
Conflictortensionwithotherstaff
Uncharacteristicallyirritableordefensive
Workplace interventionWhat is NOT your role?• To ‘fix’ the issue• To diagnose• To provide counselling• To problem-solve personal issues• To become too involved• To judge and pass comment• To disclose the issue beyond relevant
parties• To make contact with employee’s family
members without their permission• To minimise or make light of the
employee’s concerns
What is your role?• Early identification• Initiate an informal discussion• Take action to assist• Manage presenting work issues• Listen to but refer on for personal
issues• Provide an appropriate referral• Provide support• Monitor and follow-up• Remain objective and impartial
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How to have a conversation
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1 ‘R U OK?’
• Start a general conversation; preferably somewhere private & informal.
• Use caring language such as; “Thanks for talking with me. I just wanted to check in with you to see how you are? I’ve noticed a change in you in the last couple of weeks in that you don’t seem to be as happy and satisfied at work. What is going on for you?”
• Build trust through good eye contact, open and relaxed body language.
• Ask open-ended questions.
• If they deny your concern, don’t criticise them. Acknowledge they’re not ready to talk.
• Say you’re still concerned about changes in their behaviour and you care about them.
• Enquire again if there’s no improvement….be gently persistent!
2 LISTEN
• Guide the conversation with caring questions and give them time to reply.
• Don’t rush to solve problems for them.
• Help them understand that solutions are available when they are ready to start exploring.
How to have a conversation
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3 TAKE ACTION
How to have a conversation
• Summarise the issues and gently encourage action.
• “Where do you think we should go from here?”
• “How can we resolve this?”
• “What would be a good first step we can take?”
• “How can I support you?”
• Ensure your language shifts from “I” to “We” statements
• Encourage them to take one step, such as see P&D, EAP, or GP
• If they’re unsure about where to go for help, help them to connect with someone.
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60% of our wellbeing is predicted by the quality of
our relationship with our direct line manager
SelfCare
“thosewhoworkedinorganisations withhigherlevelsofsupporttendedtoemploymore'integrativeself-carestrategies'thanthoseworkinginorganisational settingswithlesssupport”.• Wascoetal.(2002)
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TipstoSupportingRecovery
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üOffersupportüDevelopingaplantoremainatorreturntowork
üBeinginclusiveü StayingintouchüAddressingthecausesüSettingclearexpectationsüMaintainingconfidentialityandprivacy
üMakingadjustments
CommonReasonableAdjustments
• offeringflexibleworkinghours,toenablethepersontokeepappointmentswiththeirtreatinghealthpractitionerorworkaroundtheeffectsofmedication
• shiftorlocationchanges
• adjustingtheenvironmentoftheworkspace(ifpossible)
• establishinggoals,prompts,remindersandcheckliststoassisttheemployeewithtimemanagementandtostayontopoftheirworkload
• reducingworkloadorspecifictasks
• providingaccesstoprofessionalmentoring,coachingoron-the-jobpeersupport
• ensuringthattheemployeedoesnotreturntoabacklogofworkoremails
• identifyingandmodifyingtasksthattheemployeemayinitiallyfindstressfuloroverwhelming,forexample,managingothers,publicspeakingordirectcustomercontact.
StandardPerformanceManagement?LastResort
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Thekeyquestionemployersmustaskbeforeperformancemanagementiswhethertheunderperformanceormisconductiscausedbyamentalhealthcondition,orisitsimplyunderperformanceormisconduct?Itisimportanttoidentifythereasonforperformanceissuesbeforetakinganyperformancemanagementordisciplinaryaction.
TerminationDueToInabilityToDoTheJob• Considerwhethertheworkerisabletoperformintheirrole.Youmustbeclearaboutwhataretheinherentrequirementsoftheroleandgetgoodmedicalevidence(fromamedicalreportstatingclearlywhatthepersoncanandcan’tdo)abouttheemployee’sconditionbeforeconsideringtermination,asanti-discriminationprovisionsmayapply.
Employerswillhaveadefence toageneralprotectionsordiscriminationclaim,andbeinabetterpositiontodefendanunfairdismissalclaim,ifitcanbeestablishedthat:• theemployeecannotperformtheinherentrequirementsoftherole;and• reasonableadjustmentsprovidedbytheemployerarenotsufficienttoenabletheemployeetocarryouttheinherentrequirementsoftherole,ortheadjustmentsthatcouldbemadewouldconstituteanunjustifiablehardshipontheemployer.
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OrganisationalProtectiveFactors
• Staffarerecognized,acknowledged,respected,valued
• Stafffeelsafeandasenseofbelonging(teampsychologicalsafety)
• Peersupportisintegraltoworkenvironment
• Reflectivepracticeisencouraged,expected
• Opencommunicationbetweenpeers,andstaffandleaders
• Leadersidentifypsychosocialhazardsandtakeaction
• Adequatesupervision,positiveleadershipstyle(opentofeedback,gooddecision-making)
• Consistentpoliciesandprocedures
• Businesshasresourcestomeetdemandsofwork,andprovidesupporttostaff
• Staffhaveopportunitytocontinuallylearn
USEFULCONTACTDETAILS
• EmployeeAssistanceProgram• RUOK:www.ruokday.com• Beyondblue:www.beyondblue.org.au• BlackDogInstitute:www.blackdoginstitute.org.au• Headspace:www.headspace.com• Lifeline:www.lifeline.org.au(Ph:131114)
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For more information, please contact:
Dr Jane AustinPsychSafe services0412890324
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