BUILDING A MENTALLY HEALTHY WORKPLACE · 2020. 4. 30. · Creating a mentally healthy workplace 10...

BUILDING A MENTALLY HEALTHY WORKPLACEA guide for our leaders

GD4969 VT_MC Mentally Healthy Workplace Leaders Guide A5 28pp / / FRONT COVER robbakerdesign.com

SAFETY AND HEALTH ABOVE ALL ELSE

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Table of contentsUse of this guide

This guide makes reference to a number of sources from health and safety regulators and mental health support organisations. The information in this guide is general advice only, and therefore may not apply to your circumstances. Should you need additional support or specific advice speak to your leader, P&C, the HIMS team or Ventia’s EAP provider for additional support. Relevant contact details are available on page 22.

Disclaimer

The following material has been developed by Ventia, one of TfNSW’s major contractors to support Ventia leaders in managing COVID-19 risks in their workplaces. The material has been developed taking account of advice from World Health Organization, Australian Government Department of Health, US Centre for Disease Control, and requirements of Australian and State Governments at the date noted in the packs.

Ventia has agreed to make the material available to TfNSW to inform and assist TfNSW in relation to the management of COVID-19 risks. Please note, however, that it has been developed to support Ventia’s specific context and may not be relevant to other organisations or in all TfNSW contexts. The reader will need to exercise judgement about the appropriateness of the Ventia materials and their relevance to the reader’s own requirements. Please note also that Government requirements regarding COVID-19 may continue to change, and the materials will need to be assessed against current government requirements.

1. The benefits of a mentally healthy workplace 5

2. Understanding mental health 7

3. What is a mentally healthy workplace 9

4. Mental illness at work 9

5. Dealing with a major incident or trauma 10

6. Creating a mentally healthy workplace 10

7. Our mental health intervention framework 20

8. Support resources available at Ventia 22

9. Legal responsibilities 24

GD4969 VT_MC Mentally Healthy Workplace Leaders Guide A5 28pp / Page 4 robbakerdesign.com GD4969 VT_MC Mentally Healthy Workplace Leaders Guide A5 28pp / Page 5 robbakerdesign.com

1. The benefits of a mentally healthyworkplace

At Ventia we put safety and health above all else – this applies to mental health and safety as well as physical health and safety.

A mentally healthy workplace delivers benefits to our people as well as our business. A healthy workplace creates a more engaged and productive workforce. Relationships between employees are stronger resulting in fewer issues such as conflicts, complaints, bullying and harassment.

Working plays a vital role in the recovery of someone who has experienced a mental health condition. For the individual, it helps build self-esteem, confidence, coping skills, social inclusion and provides a sense of purpose.

The benefit of supporting our workers through mental health conditions means that we retain our skilled and experienced employees and diminish the costs associated with absenteeism, hiring and training new employees.

Legally, a healthy workplace ensures we are meeting our legal obligations to protect employee health and safety.

KEY FACTS • Approximately 45%

of people in Australia and New Zealand will experience a mental healthcondition in their lifetime.i

• At any given time aroundone in five Australian workers will be working with a mental health condition.

• Although anxiety and depression can be as debilitating as a serious physical illness, less than half of those experiencing these conditions seek help.

• Mental health conditionsare common and don’t discriminate – even the most resilient person can be affected by stress related to their work, as well as other life challenges.

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HEALTHY REACTING INJURED UNWELL• Normal sleep

patterns• Socially active• Physically well• Normal

fluctuations in mood

• Trouble sleeping• Lower energy• Nervous/irritable• Procrastination

• Anxiety, anger, hopelessness

• Disturbed sleep• Decline in

performance• Fatigue• Social withdrawal

• Excessive anxiety• Depressed mood• Severe sleep

difficulties• Absence• Isolation

When our mental health is good, we have a sense of purpose and direction and feel that we can cope with whatever life, and work, throws at us. Good mental health comes easier to some than others.

At the green end of the continuum, people are well showing resilience and high levels of wellbeing.

In the yellow area, people may start to have difficulty coping.

In the orange area, people have more difficulty coping and symptoms may increase in severity and frequency.

In the red area, the symptoms are increasingly obvious and the impact on the individual is significant. They may be at risk of self-harm or suicide.

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2. Understanding mental healthMental health refers to the social and emotional wellbeing of people. It relates to the enjoyment of life, the ability to cope with stress and sadness, the fulfilment of goals and potential and a sense of connection to others.

As with physical health, mental health exists on a continuum with every single one of us sitting somewhere within the range of healthy to unwell. We are not fixed at a single point for all our days; life’s events and personal circumstances impact where we sit at any point in time.

Adaptation based on Corey Keys’ mental health continuum model i


3. What is a mentally healthy workplace?Everyone has a role to play in creating a mentally healthy workplace. Mentally healthy work environments will demonstrate the following:• A positive culture where people are encouraged and supported• Mental health risks are understood and managed. These include stressful events,

heavy workloads and communication• People with mental health conditions are supported. Suitable work duties are

arranged to allow people with mental health conditions to continue working• Zero tolerance of discrimination

4. Mental illness at workMost workplace related mental illness is treatable and, in some cases, may be preventable. It is important to be aware of the potential workplace factors which can trigger mental illness.

Common factors include:

ROLE-SPECIFICISSUES• Heavy workloads• Demanding deadlines and targets• Isolated or remote work• Challenging work hours

LEADER-RELATED ISSUES• Support from leaders• Control over work • Clarity on roles and responsibilities• Recognition and feedback• Organisational change• Relationships• Job security

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5. Dealing with a major incident or traumaShould one or more of our workers be involved in, or witness, a major incident or trauma they may require support to deal with how it makes them feel.In this situation, it is important that you maintain regular communication with the worker(s) to understand how they are feeling and to provide referral to the appropriate internal or external support services. Internal resources are P&C and our Health and Injury Management Services team. Ventia’s EAP provider, Assure Programs, can deliver specialist psychological support for those who need more assistance. You should be aware that some people don’t react strongly until months or even years after a trauma has occurred.

6. Creating a mentally healthy workplaceAs the leaders, managers and supervisors of our business, you play a critical role in creating a mentally healthy workplace. The Healthy Minds program provides a set of resources, tools and guidelines to support you and your team.

There are three key pillars to the Healthy Minds program:

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MENTALLY HEALTHY

WORKPLACE

PREVENT

INTERVENE PROMOTE


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Some things you can do to build a mentally healthy culture include:

PROMOTE• Encourage wellbeing initiatives

• Educate your staff about mental health in the workplace – take advantage of the Toolbox Talk material available in the Healthy Minds Hub

• Talk openly about mental health at work and encourage others to do the same

PREVENT• Visit the Healthy Minds Hub on theVine to

increase your knowledge about mental health and be aware of the support available

• Create opportunities for your team to catch up and connect

• Allow flexibility

• Monitor workloads and set achievable targets via the PDR process

• Actively listen

• Provide regular feedback

• Say hello every day

• Celebrate and acknowledge achievements

INTERVENE• Provide support to team members

struggling with their mental health

• Take advantage of the Assure Managers Support Program to provide input into your plans and help you navigate any challenging situations

• Be aware of the support and intervention packages available and talk to HIMS about these if you think they can help individuals in your team

Managing performance and mental health issuesMany workers can and do work while experiencing mental health issues such as depression or anxiety and most do it with little impact on productivity. Creating a supportive work environment and adapting your management style to fit the context can be the key to continued productivity.

If you have a team member with a mental health issue and their performance is being negatively impacted, consider the following:• Engage in a caring and compassionate

manner• Be transparent with respect to your

intentions• Discuss the impact on work performance

• Identify behavioural changes • Discuss your concerns• Work together on any changes to be made• Explore reasonable adjustments• Ensure confidentiality at all times

If the situation calls for a more structured process, please reach out to your People & Capability Business Partner to discuss.


Getting startedA good first step to getting started on building a mentally healthy culture is to analyse the risk factors for your team and the strategies you can deploy to manage the potential mental health issues. There are some areas that may be outside your control such as timeframes and workload, however, there will also be areas within your control where you can provide support and contribute to a more positive workplace culture. For example, providing clarity and direction around their role and, or ensuring appropriate breaks are taken.

The discussion guide on the following page can be used with your teams today. Discuss, agree and take action. This template is also available in the Healthy Minds Hub under leader support tools.

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MENTAL HEALTH DISCUSSION GUIDEYou can use this guide to have conversations with your team or to undertake your own situational analysis about how you can support your team’s mental health.

The key objectives of the discussion will be to:• Understand which positive mental health activities are in place for your team• Develop a plan and start conversations which help build a mentally healthy culture for your

team• Support employees to look after their mental health and wellbeing

Key areas to consider and review with the team include:

Work design• Are there regular workload meetings with staff and is work delegated equitably and fairly?• Are client expectations managed appropriately?• Do team members have the required resources to do their job?

Building a connected culture• Greeting colleagues every day• Encourage conversation, rather than just email• Create opportunities for team connectedness and engagement (meetings, birthday morning

tea etc)• As a leader, get to know your team – their interests, goals and motivators• Have regular catch ups and reviews

Build resilience• Thank people and recognise their work in a challenging time• Help your team plan and prepare for challenging situations• Keep challenges in perspective• Build in recovery time after long hours are worked• Deliver feedback in a constructive manner that builds resilience• Create opportunities for growth and development• Increase awareness of psychological and social support available


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Early intervention• Look out for each other and be aware of the signs of mental illness• Have team wellbeing on the radar• Initiate conversations with colleagues about their wellbeing• Know team members ‘normal’ reactions when under pressure• Know how to talk to staff about the Assure Employee Assistance Plan Program in

a ‘low key’ manner• Make the team aware of the Healthy Minds Hub and the Healthy Minds Champions

Support recovery, for leaders to consider• Understand a person’s illness and how it impacts them• Offer flexibility and short-term solutions (hours, duties, days)• Undertake regular check ins• Get training in how to support recovering employees• Use ‘stay at work’ programs• Reduce stigma across the team to ensure those with a mental health history are not

discriminated against

Increase awareness• Get the team educated about mental health• Share information with the team about mental health initiatives at Ventia• Participate in advocated mental health days and internal wellbeing programs• Deliver mental health toolbox talks

MENTAL HEALTH

More difficult to identify as there is no direct line of sight, we only see the symptoms

FOR EXAMPLE

RISK FACTORS • Leader support• Role clarity• Remote/isolated work• Traumatic events• Job demand• Job control

RISK ASSESSMENT • Review rosters and work hours• Organisational and team findings from the Have Your Say survey• Observing worker behaviours• Having one-on-one conversations• Having group discussions

RISK CONTROLS • Setting performance goals• Provide structure and clarity in roles• Communication and open dialogue• Act quickly on mental illness signs

REVIEW Control measures should be reviewed regularly to ensure they are effective, particularly when significant events occur.

Mental and Physical Health Just as we identify and mitigate against physical risks, mental risks should also be identified and appropriate strategies to mitigate risks implemented. Consider the following and discuss the risks and management strategies with your teams.


What’s going on at work?• Traumatic incidents• Budget time• Conflict/difficult conversations• Project completion deadlines• Organisational restructure

What’s going on at home?• Lead up to Christmas or other big events• Relationship breakdown• Bereavement• Long-term physical health concern• Financial pressure• Changes

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What are they saying?

What are they doing?

What is going on in their life?

UNDER-INVOLVED HELPFUL OVER-INVOLVED

• Disinterested• Distant• Uncaring

• Empathic• Considerate• Interested

• Distressed• Self-sacrificing• Trying to ‘rescue’

Know your zone of helpfulness

Conversation guideIf you identify someone who appears to be suffering with a mental health issue and doesn’t seem quite themselves don’t shy away from having a conversation.

When broaching the subject and starting a conversation do your preparation work. Familiarise yourself with the resources available on the Healthy Minds Hub. Ensure that you are in the correct frame of mind for the conversation. Select an appropriate time and location so you won’t be rushed or distracted. Remember your zone of helpfulness.

The following conversation planner can help you think about what you want to say and the questions you want to ask.

of Australians reported that at some point in the last 12 months they wished someone had asked if they were okay. RUOK 2019

SITUATIONThe context of the specific behaviour or action

“I noticed yesterday that you didn’t seem yourself. Can we catch up?”“You’re always the first one at our team events, but you haven’t been to the last two …”

Be factual and specific

BEHAVIOURWhat specific action or behaviour have you observed

“I have noticed that you seem withdrawn …”“Is everything okay?”“I noticed …… is that right?”“How are you going?”“It sounds like …. Is that right?”“That must be really hard, tell me more”

Talk about the behaviour that you have observed and actively listen and communicate non-judgementally

IMPACTWhat you observed as the impact of that action

“I’m worried about how these changes are impacting your health ….. safety …. concentration ……”

Discuss the impacts to them

ALTERNATIVESDiscuss possible referrals and support available

“Can I help you to get some support?”“What do you think might help you?”“Would you be comfortable contacting your GP?”“A lot of people have used the EAP service and found it helpful”

Outline the referral options availableEncourage action towards discussed supports

Maintain the relationship by checking in. “How did you go with what we discussed?”Model courtesy of Assure Programs

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It is important to engage with colleagues and employees in an appropriate manner. Being under or over involved can be detrimental to them and to you.

RECOGNISE THE SIGNS

} • Increased absence• Not getting things done at work• Hopelessness• Continually tired• Mood swings• Irritable• Avoiding situations and tasks• Difficulty making decisions• Poor concentration• Disinterested


STEP RECOGNISE

Warning signs that someone is developing or has a mental health problem include:

MILD DISTRESS MODERATE DISTRESS MARKED DISTRESS

• Showing signs of being tired

• Absences / coming in late

• Low productivity

• Withdrawn from colleagues• Conflict with team members• Irritability• Appearance and

presentation• Inability to concentrate• Increased errors• Poor performance• Difficulty with memory

• Saying they want to harm themselves

• Talking about being a burden to others

• Talking about feeling hopeless, or wanting to end their lives

• Getting their affairs in order

STEP RESPOND

Where possible acting early is best as this can help prevent problems from getting more serious. Based on the severity of the situation, determine how you want to respond and if you need help.Internal support: P&C, Health and Injury Management Services team (HIMS)External Support: Assure Programs EAP Manager Support Program

Find the right time and place for a conversation and start asking some questions. For example,“You don’t seem yourself, are you okay?”Actively listen and communicate in a non-judgmental and supportive manner.

STEP RISK ASSESS

Low risk for self harm, but would benefit from access to support services.

Thoughts of suicide but no definitive plan or method

Thoughts of suicide with plan, method and timeframes

The level of support you offer should vary depending on the situation and severity

STEP REFER

Discuss resources with the colleague• Supervisor• P&C Business Partner• HIMS• Healthy Minds

Champion• If the colleague does

not want work to know – EAP Provider (Assure) – Family / Friend – Local GP

• Ask the colleague who in their family could be called.

• Arrange for the colleague to be taken to their GP or an EAP appointment.

• Inform P&C Business Partner of this so they can arrange for a family member to meet them there.

• Do not leave the colleague• Get yourself some support,

inform the colleague that you would like to get some assistance from P&C / HIMS

• Ask the colleague if there is anyone you could call for them

• Arrange for the colleague to be taken to hospital with a mental health facility

Always stay with the colleague until you have handed the situation over to someone else. This maybe a doctor.IF IT IS NEEDED CALL:(AUS) 000 (NZ) 111

STEP REVIEW

It is important to follow-up with the colleague, whether they are back at work or not, or even if they appear to be back on track. Genuine care and concern can make a real difference.

The following framework guides you through appropriate actions.7. Our mental health intervention framework

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Ventia has a range of support resources available for leaders and individuals.

SERVICE DETAILS

Employee Assistance Program (for employees)

PHONE Australia: 1800 808 374 New Zealand: 0800 464 387 International: +61 7 3211 8919 TEXT Australia: 0439 449 876 New Zealand: 42 67

• Confidential and free service to all employees and family members• Discuss work or non-work issues with an experienced psychologist• 27/7 emergency phone support• Face-to-face appointment, telephone counselling or text

counselling available

Manager Support Program

Assure Managers Support Line: 1800 505 015 Email: [email protected] Website: assureprograms.com.au Discuss complex challenges within your team with this free confidential service. • Mental health of people in your team • Performance-based conversations • Managing conflict • Supporting people through change and critical incidents

Ventia policies • Bullying and Harassment Policy • Code of Conduct Policy • Diversity and Inclusion Policy • EEO and Discrimination Policy • Fair Treatment Policy • Flexible Working Arrangements Policy • Performance Management and Discipline Policy • SHEQ Policy • Workplace Behaviour Policy • Workplace Injury Management Policy

8. Support resources available at Ventia

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SERVICE DETAILS

People and Capability Business Partners

Your P&C Business Partner can guide you on our people practices and the support resources available to you to deal with complex challenges within your team:• Mental health of people in your team• Performance-based conversations• Managing conflict• Supporting people through change and critical incidents

Health and Injury Management Services

The Health and Injury Management Services (HIMS) team provide specialist support and can assist with:• Developing and supporting return to work strategies for both work

related and non-work related matters• Providing technical advice and training on workers compensation

and claims management• Facilitating connection with external referrals such as medical

providers, EAP, Beyond Blue, and Mates In Construction• The Healthy Minds early intervention solutions are specialist

services which are available at a cost to the business and can be accessed via the HIMS team

– Resilience building, for employees who are feeling overwhelmed and not flourishing at their best

– Collaborative psychological support. This service is a blend of the Manager Support Service and the EAP service

– Psychological case management. This is a more intensive level of support that the counselling offered under the EAP

Email: [email protected]

Healthy Minds Champions

Our Healthy Minds Champions provide a peer support role. They do not replace our existing services or professional roles, but they can complement and help individuals struggling with their mental health by helping them navigate their challenges and provide information about Ventia support services available

Healthy Minds Hub Visit the Healthy Minds Hub and toolbox talks on theVine to access an extensive range of Ventia and third party resources to support your efforts to build a mentally healthy culture and to help you support any workers with a mental health illness.

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9. Legal responsibilitiesBoth employers and employees have formal rights and responsibilities under discrimination, privacy and work health and safety legislation.

We must not discriminate against people with actual or presumed mental health conditions including:

• During the recruitment process• When determining terms and conditions of employment such as pay rates, work hours

and leave entitlements• In selecting employees for promotion and training• Through dismissal, demotion or redundancy

Employers must also make reasonable adjustments to support people with a mental health condition. Reasonable adjustments are changes to the workplace or the employee’s role to help them stay at or return to work after an absence. These changes can be permanent or temporary.

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Notes


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Referencesi Australian Bureau of Statistics (2008) National Survey of Mental Health and Wellbeing: Summary of Results 2007 (4326.0).

Canberra: Australian Bureau of Statistics.

i i Keyes, C.L.M & Westerhof G. J. (2010). Mental illness and mental health: The two continua model across the lifespan. Journal of Adult Development, 7(2), 110-119.

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www.ventia.com/healthyminds

SAFETY AND HEALTH

ABOVE ALL ELSEWe look after each other

We respect and care for the communities in which we operate

We train our people for the work they do

We take action to create a safe environment

BUILDING A MENTALLY HEALTHY WORKPLACE · 2020. 4. 30. · Creating a mentally healthy workplace 10...

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