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MENTAL HEALTH & WELLBEING‐ A STRATEGIC APPROACH
Presented by Simon Brown‐Greaves
A modern, evidence based approach to
workplace wellbeing
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• Strategic Wellbeing: An evolving landscape
• What is the issue we are trying to solve?
• An understanding of psychosocial risk in the
workplace
• Identifying and assessing effective control
mechanisms for managing psychosocial risks
• Taking a strategic approach
• Building effective cultures: Barriers and
enablers for implementation
• Special Care: Occupational Violence
Agenda
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Mental Health Continuum
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© FBG Group Pty Ltd, 2018
Inner Life Related Drivers• Self Concept• Life Approach• Emotional
Predisposition• Control Orientation• Psychological Needs• Motivational Factors
Outer Life Related Drivers• Financial• Health • Lifestyle • Recovery• Challenges• Connectedness
Work Life Drivers• Supervisor
Relationships• Co‐worker
Relationships• Work Culture• Nature of Work• Job Role• Skills
Key Factors that drive Wellbeing at Work
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Wellbeing Initiatives @ Work
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H o w d o y o u f i n d o u t w h a t
p e o p l e n e e d t o h a v e h i g h
l e v e l s o f w e l l b e i n g i n y o u r
o r g a n i s a t i o n ?
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W h a t d o e s y o u r d a t a t e l l
y o u ?
• Benchmarks– Specific to your organisation– General data – but relevant
• Engagement / Opinion Surveys• HR Metrics
– Leave trends– Workers Compensation– Turnover– Incident reports/complaints
• Industry specific risk data• EAP Utilisation • Exit vs. Stay Interview
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What are some of the
psychosocial risks in your work
context?
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P s y c h o l o g i c a l h e a l t h & s a f e t y r i s k s
1. Job Demands2. Job Control3 . Support4. Role Clar i ty5. Change Management6. Workplace Relat ions7. Organisat ional Just ice8. Reward and Recognit ion9. Vio lent and traumat ic inc idents10. Remote or i so lated work11. Environmental Condit ions
worksafe.qld.gov.au/mentallyhealthyworkplaces
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P s y c h o s o c i a l R i s k M a n a g e m e n t
Work‐related psychosocial risks concern aspects of the design and management of work and its social and organisational contexts that have the potential
for causing psychological or physical harm
It has been identified as one of the major contemporary challenges for occupational health
and safety and are linked to such workplace problems as work‐related stress, occupational violence, harassment and bullying (WHO, 2008)
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Contemporary approaches to the prevention of occupational violence
• Approaches• Case studies
O c c u p a t i o n a l v i o l e n c e a s a p s y c h o s o c i a l r i s k f a c t o r
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Creating mentally healthy workplaces
Mentally Healthy Workplaces Toolkit, WHSQ
Promote: strategies to promote positive mental health practices.
Prevent: systematic safety management practices to address psychosocial hazards.
Intervene: strategies to manage stress and address psychological injury and harm to worker health.Support recovery: following psychological and physical injury/illness.
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What do you currently provide?
• Proactive (front end)• Reactive (back end)• Highly Utilised• Mandated• Targeted or General• Evidence‐based (evaluated?)
Building a Wellbeing Strategy
Where do you invest your efforts?
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I n d i v i d u a l s ? O r g a n i s a t i o n s ?Te am s ?
S o h o w d o w e b u i l d w e l l b e i n g i n …
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Want vs. Need
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VSSTRATEGIC TACTICAL
DATA DRIVEN S Y S T E M I C
PREVENTATIVE
ADDRESSES THE
CAUSEFLEXIBLE AND ADAPTABLE
COST-EFFECTIVE OVER TIME
SUSTAINABLE O U T C O M E S
DELIVERS ORGANISATIONAL BENEFIT
Ad-HocI n d i v i d u a l f o c u s
REACTIVE
HELPS INDIVIDUALS RESPOND TO THE SYMPTOMSVALUE AND COVERAGEUNKNOWN
PATCHY OUTCOMES
DELIVERS INDIVIDUAL BENEFIT?
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Possible Levels of Intervention
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Employer Obligation- Duty of Care
REASONABLE CARE TO PREVENT
FORESEEABLE INJURY
SAFE WORK ENVIRONMENT
–ENVIRONMENT YOU CONTROL
MONITOR HEALTH
ATTRIBUTION TO THE
COMPANY
Standard of Care Reasonable practicability
What is the risk?
What is the control?
Is there a hazard?
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• Lack of access to data specifically indicative of psychological risks• Significant organisational change• Weakening of leadership support• Lack of evidence regarding employee knowledge about organisational policies and programs
in the domain of psychological health and safety• Competing organisational priorities
B a r r i e r s t o i m p l e m e n t a t i o n
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Facilitators of implementation
• Strong leadership support • Consistency with organisational mission • Leverage of existing structures
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Asking the right questions…..
What is the smallest change you can make to generate the highest impact on wellbeing?
Where are you likely to have most impact?
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Leadership Skills Training
Respect at Work Program
Recognition andFeedback
Person‐Job Fit Effective recruitment processes
Job design
Performancesystem
Conflict Management Training
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PART 1• Identify specific risks/needs in your organisation
• List your current initiativesThen as a group CLASSIFY them –are they Prevention, Management or Safety Netmeasures?
• Identify budget parameters /estimate(ie. Costed as a specific “wellbeing” initiatives or funded from another line)
Group Activity
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PART 2Ruthlessly re‐prioritise
If you could start all over with the same budget –
how would you allocate the money?
Group Activity
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W h a t r o l e d o e s c o n f l i c t h a v e ?
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Glasl ’s nine stage model of conflict escalation
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Know your conflict style
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Follow a conflict management process
1. Define the issue
2. Separate the issue from the people involved
3. Explore the needs of both parties
4. Identify areas of common ground
5. Suggest and discuss solutions
6. Select a solution and develop steps towards it
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fbggroup.com.au
THANK YOU
Simon Brown‐Greaves FBG GROUP03 9600 0067L3, 350 Collins StreetMelbourne VIC 3000