Angie Deegan

Manager, WorkHealth

Mental health and wellbeing in the workplace

- Supporting employers with the ‘how to’

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Angie Deegan

Manager, WorkHealth

Mental health and wellbeing in the workplace

- Supporting employers with the ‘how to’

Mental health and wellbeing in the workplace:

Why it matters

1 in 5 Australians experience a mental

health condition each year

A mentally healthy workplace can

see improvements in:

Engagement and morale

Productivity

Staff turnover

Meeting legal obligations

Skill retention & experience

Interpersonal relationships

Mental injuries:

Are complex, and take longer to

resolve.

38% of mentally injury claims take

more than two years to return to work

Cost an average of $86,000 per claim

Are the fourth highest cost claim in the

scheme

Mental health and wellbeing:

A complex ‘knotty problem’ in our workplaces

Multiple intertwined issues

No clear cause and effect

relationship

Cannot be solved in isolation

Requires innovative solutions

(departure from BAU)

Characteristics of

‘knotty’problems Steps to solving ‘knotty’ problems

Take holistic, long-term view –

there is no quick fix

Understand interdependencies

of problem

Break problem down into interim

steps / ‘knots’

Work collaboratively to devise

tailor made interventions (solve

that particular knot)

Taking an integrated approach to mental health and

wellbeing

*Ref: Adapted from Anthony LaMontagne et al. 2014

An integrated approach to workplace

mental health and wellbeing

combines the strengths of disciplines

such as OHS, health promotion, and

psychology, and has the potential to

optimise both the prevention and

management of mental health

problems in the workplace.

Page 9

This model underpins a number of our current initiatives & activities:

• Public Sector Mental Health & Wellbeing Charter

• The Victorian Workplace Mental Wellbeing Collaboration

• 2016 Health & Safety Month seminar series

• WorkSafe’s internal Health, Safety and Wellbeing strategy

• WorkHealth

And has been adopted by others incl. beyondblue, Safe Work Australia,

Health & Safety Queensland.

Considerations for employers:

Offerings across the spectrum

• Meeting requirements under

the WIRC Act 2014

• Access to psychologists and

mental health services

• Rehabilitation Programs

• Return to work

• Goal focused outcomes

The re-establishment of WorkHealth

Appointment of the Ministerial WorkHealth Advisory Group

In April 2015 the Minister for Finance announced a new Ministerial WorkHealth Advisory

Group

The group was tasked with identify ways the WorkHealth program could be improved and

expanded

Chaired by Todd Harper, CEO of Cancer Council Victoria, other members included:

Tim Piper – Victorian Director, Ai Group

Jerril Rechter – CEO, VicHealth

Mark Stone – CEO, Victorian Chamber of Commerce

Mary-Anne Thomas – Parliamentary Secretary for Health

Anna Peeters – Professor, Deakin University

Diana Taylor – Lawyer and Director

Luke Hilakari – Secretary, Victorian Trades Hall Council

The group’s report with findings and recommendations were presented to

Government in April 2016

The new WorkHealth program should offer two levels of support:

a) All Victorian workers and employers

b) Targeted programs for vulnerable workers

The new WorkHealth program should be evidence based, reflect best-practice and be

underpinned by an evaluation program to establish a baseline and enable measurement of the

program’s effectiveness

The new WorkHealth program should take a co-ordinated approach with government,

agencies and social partners to engage with workplaces

The integration of OHS with health promotion and HR should be embedded in the new

WorkHealth program design, to ensure that workplace health and safety improvement and

cultural change are sustainable

The new WorkHealth program’s priority focus should be the promotion of positive mental

wellbeing and prevention of mental injury and illness in the workplace, with support for

employers to access physical health programs

Key recommendations for WorkHealth program development

1

2

3

4

5

The WorkHealth model –

A focus on workplace

mental health and

wellbeing

Universal offering: Workplace navigation tool

• Online workplace mental health and wellbeing navigation tool

• Information provided to employers is tailored to their industry, readiness,

and maturity to improve mental health and wellbeing

• Resources are based on the integrated approach to ensure sustainable

change

• Potential for co-branding with industry partners to deliver industry specific

tools and resources

• Navigation tool will evolve as based on feedback and as new resources

becomes available, providing employers with information increasingly

tailored to their needs

Info, tools &

resources

Workplace

navigation

tool

Targeted support: Mental health improvement fund

Mental

health

improvement

fund

• High-value investment for targeted populations/workplaces

• Funds will expand successful programs, and encourage new ways of working

• Third party intermediaries will likely deliver initiatives

• Applications will be assessed by a steering committee

Targeted support: Learning networks

• Development of network employer groups for knowledge sharing

• Networks may be led by employers, industry, representative bodies,

service providers, or local agencies

• Network leads will be guided and supported by WorkHealth

• Networks can be tailored to provide specific support or focus

Learning

networks

Advocacy and Leadership

• Social marketing and leadership engagement will be used to:

- shape attitudes,

- generate demand for tools and resources

- encourage behaviour change

- showcase individual and workplace leadership to inspire others

- drive change across workplaces

• Exemplar organisational performance will be rewarded

• Promotional partnerships will support increased reach.

Advocacy &

leadership

Focusing on the ‘how to’: what you can do today

Establish an integrated committee for health and safety with membership from OHS, HR and

health promotion

Identify the programs, policies and supports in place in your workplace – identify any gaps

Package and promote these to staff as a ‘whole of person’ program

Take a risk management approach to mental health and wellbeing:

o Understand the organisational factors impacting on mental health

o Understand the causes of these factors

o Take action!

Know your obligations under the Occupational Health and Safety Act 2004 and

Workplace Injury and Rehabilitation and Compensation Act 2014

WorkHealth launching soon

Register your interest now at: www.workhealth.vic.gov.au

The Victorian Workplace Mental Wellbeing Collaboration

Register with the Collaboration now at: www.leadingwellvic.com.au

WorkSafe resources

Updated hub on website with work related

stress & mental injury information for

employers and workers

Employer guidebook on how to prevent and

manage stress in the workplace

worksafe.vic.gov.au

work related stress

worksafe.vic.gov.au

stress guidance

Malcolm Leigh-Smith

Manager Human Resources

Geelong Grammar School

Managing Mental Health in the Workplace

Overview

Why understanding and supporting mental health in the Workplace is important

Geelong Grammar School (GGS) – context

Understanding mental health issues (GGS and community)

Philosophy and support structures

Making the support meaningful

Our experiences (issues and outcomes)

What we can still do better

Questions

Understanding and supporting mental health in the Workplace

Mental Health: “Level of psychological stability and wellness of individuals that affects their ability to function

within society and fulfil their potential to lead a happy and ‘meaningful’ life.”

Ideally

Positive Psychology – promote ‘Strengths’, individual differences and develop the skills for wellbeing and

resilience

Why

Poor support of mental health increases deleterious impact upon individual and organisations

Classic symptoms

Stress related - anxiety, depression, neurosis, psychosis, behavioural change

Impact

Absenteeism, presenteesim, conflict and disharmony, low productivity, lost days,

performance issues, discipline and misconduct, resignations (co-workers),

alcohol & drug abuse, illness, suicide, family discord.

Research: workplace bullying, harassment and stress

Safe Work Australia research: impact on organisational productivity.

The Psychosocial safety climate and better productivity in Australian workplaces: Cost, productivity,

presenteeism, absenteesim report estimates that productivity losses associated with low levels of

management commitment to psychological health and safety in the workplace comes at a cost to employers

of $6 billion per annum.

The Bullying and harassment in Australian workplaces: Results from the Australian Workplace Barometer

project 2014/2015 reports an increase in the estimated prevalence of bullying and harassment in Australian

workplaces, from 7% in 2009-10 to 9.7% in 2014-15.

These two reports use data collected from the Australia Workplace Barometer (AWB) project, a longitudinal study operating since 2009 that observes workplace trends in psychological health.

Stress related presenteeism and absenteeism is collectively costing Australian employers

$10.11 billion per year and 3.2 days per worker of lost of lost days due to workplace stress

Social and personal impact

Why it is important to acknowledge and understand

• Inherent individual differences/psychological traits that affect the way each individual reacts to

their life experiences (incidents, sociological factors etc.) – affects their mental wellbeing.

• Organisations can support and promote “wellness” and maximise benefits of “mental wellness”

and minimise the impact and severalty of “mental illness”.

Commitment, systems and processes

Awareness and understanding (issues, symptoms, needs)

Identify causes – workplace and non workplace

Offer and put in place “proactive” and “reactive” strategies for individuals

Support and ensure consistency (effort and commitment)

Measure and assess outcomes and workplace environment/culture (health).

Geelong Grammar School

Geelong Grammar School (GGS) – context

Approximately $70 million annual turn over – not for profit

160 years old institution (both conservative and innovative culture – Positive Education)

4 campuses (Bostock, Corio, Toorak, Timbertop) – five Schools with 1600 students

Approximately 450 FTE employees and 250 to 300 casuals employees per annum

Unique residential environment (Corio and Timbertop) – nearly 900 full time boarders

At Corio 85% Teachers and at Timbertop 100% Teachers reside on campus with their families

IR environment: four year EBA (Teaching) and Award with additional conditions (Non teaching)

Contract service providers (Catering and Cleaning and some maintenance etc.)

Diverse workforce and complexity in roles and skills

Relies and is totally dependent upon trust, commitment, respect and teamwork.

Understanding mental health issues (GGS and community)

Employees reflect normal population (immense diversity re backgrounds and skills)

Similar level and incidence of mental health issues (although issues may vary)

Workplace factors

Causal: workplace stress (interpersonal conflict, unreasonable demands, workload,

inappropriate behaviour, lack of training and/or support)

Non workplace factors

Causal: personal factors, critical incidents (PTSD), family trauma, illness, injury,

personality/psychological conditions and traits.

Complexity of interrelationship and impact on individuals and performance

Impact: lost productivity, disharmony, trust, turnover, reputational damage,

cost to individuals

Philosophy and support structures

In the last 10 to 12 years:

Philosophy based on Positive Psychology (world leader in Positive Education)

Specific statement in our Purpose Document (purpose, resiliency, trust, compassion,

forgiving, loving, building trust and social responsibility)

Principle: success of student outcomes is dependent on the health and wellbeing of our

employees.

Support structures

Understanding and commitment

Proactive/preventative

Reactive and case management (individual needs)

Meaningful support structures

Proactive:

Policies

EEO and Respectful Behaviour

Discipline and Misconduct and Performance Counselling

Whistle Blowers (policy – external agency can advocate)

Management and leadership training and employee awareness

Contact Officers and Diversity Committee (diversity and inclusion – including mental health)

Positive Psychology and Education (all staff trained and regular updates) - resilience

Health and wellbeing program available to all staff and families (during and after hours)

Employee Assistance Program (free and confidential for staff and families)

Income Protection Policy (taken out by School for employees)

HR advise and oversee all policies and provide an advisory or management service

Survey and create opportunity for dialogue – seek feedback

Meaningful support structures

Reactive: (Mental health support) – emphasis on early intervention

Adhere to procedures and services (overseen by HR and external providers)

Referral service EAP (free and confidential for staff and families) - accessible

Specific case management service linked to external providers (EAP, medical, other).

Mediation and conflict resolution processes (interpersonal and also team)

Focus on Return to Work (RTW) Plan – working with employees and advisers (needs based)

Focus on education and advice to Managers and Supervisors re: RTW Plan

Long term cases (long term absence including anxiety, depression etc.) manage through Income

Protection – reduces need for issues associated with a Workcover claim

HR advised and oversee all policies and provide a consistent advisory or

management service.

Our experiences

Approximately 15% of employees used the EAP service (ongoing conditions – mental health plan) –

access increased significantly in last two years

RTW plans have been implemented and been successful in returning employees on either a full time or

part time basis (with gradually increasing hours)

Exit plans where it is not in the interests of employee to return (job seeking, references, networks,

career counselling and mentor or coaching)

High percentage of success in mediation and restorative processes (interpersonal conflict or claims of

bullying/harassment) – 90%

Staff survey results and exit surveys indicate high levels of staff satisfaction and engagement (most

categories) – specific reference to staff welfare and wellbeing support (anecdotally: go beyond)

No stress related Workcover claim in last 10 years (industry that has up to 41% of stress

related claims – highest profession according WorkSafe report 2014) – reduces premium.

Turnover is less than 3% p.a. and majority of exit interviews indicate an

employer of choice.

Our experiences

But you have to care and demonstrate commitment (authentic)

It takes work and support

Resources and skills (education)

Work and management practices (flexibility)

Principles are consistent with Workcover (RTW) without stigma

More likely for positive outcomes if initiate support than if it’s a managed Workcover claim

Reputation as an Employer of Choice (current and future employees)

Maximise talent management and productivity.

What we could still do better

Educate: better understanding and support for mental health in the Workplace

Better management and supervisory training (appropriate behaviour and intervention)

Review workloads and working behaviour (resource and intervene) – reduce potential for

“burnout” and then resentment

Encourage diversity and flexibility practices (work/life balance)

Talk about it and normalise mental health issues (1 in 4 people) – disband the myths

Thank you.

Join the team - currently recruiting Inspectors

We are specifically looking for people with Construction industry experience,

however we do value broad based experience for our multi-disciplinary positions.

Be a safety leader – the face of WorkSafe

Great benefits including gym and discounted health insurance

Workplace flexibility and leave options

Learning & development opportunities

Study support

If you share our passion and vision for all workers to return home to their loved ones at the end of the day, then please apply within two

weeks, by 29 October 2017.

For more information about Inspector positions and other roles

available in Melbourne and Geelong, refer to the career section

on our website: www.worksafe.vic.gov.au/about/careers

Go to http://go.srnet.com.au/WHSM

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