Cotton identifies gaps such as the following in current employer practices: Inadequate focus on prevention Unrealised early intervention potential Avoidant responses by managers in responding to and managing atrisk employees Tendency to view workplace psychological health and wellbeing initiatives as extraneous to core business A ‘hands off’ approach in return-to-work programs and treatment where psychological health issues are involved, as compared with physical injuries Passive medical management and highly variable quality of psychological interventions provided for work-related psychological health problems, ultimately contributing towards excessive levels of ‘medically unnecessary disability’ and adding to the national social welfare burden While mental health problems are only one type of risk within a broad range of organisational people risks, they are becoming increasingly prominent within the APS. Cotton provides some insights. Prevention Prevention is enabled by enabling a workplace that does not emphasise performance at the expense of well-being. As well, prevention can be targeted at the organisational level, not just at the employee level. It is essential for organisations to build people management skills and to implement overarching frameworks that integrate well-being initiatives. Early workplace intervention Responding constructively to early warning signs is important. This includes managers providing timely feedback rather than waiting until a formal performance review and facilitating a well-being climate. This might include messaging in team meetings about the importance of wellbeing and encouraging early reporting, reminding staff about available support resources and appropriate role modelling. Early intervention might also include repairing employee-management relationships before they go astray, for example by a process of conciliation. One example policy is to implement five informal conversations before a formal appraisal is enacted. Cost benefits of about 8:1 have been reported in examples like the Queensland Resolve at Work initiative. This initiative includes a panel of providers providing a range of prevention and wellbeing services. This was reported as reducing psychological injury costs and absenteeism and resulting in improved performance. E-mental health is also recognised for the support it provides to those looking for information and advice in the first instance or even instead of traditional services. Management and treatment
Cotton identifies gaps such as the following in current employer practices: Inadequate focus on prevention Unrealised early intervention potential Avoidant responses by managers in responding to and managing atrisk employees Tendency to view workplace psychological health and wellbeing initiatives as extraneous to core business A ‘hands off’ approach in return-to-work programs and treatment where psychological health issues are involved, as compared with physical injuries Passive medical management and highly variable quality of psychological interventions provided for work-related psychological health problems, ultimately contributing towards excessive levels of ‘medically unnecessary disability’ and adding to the national social welfare burden While mental health problems are only one type of risk within a broad range of organisational people risks, they are becoming increasingly prominent within the APS. Cotton provides some insights. Prevention Prevention is enabled by enabling a workplace that does not emphasise performance at the expense of well-being. As well, prevention can be targeted at the organisational level, not just at the employee level. It is essential for organisations to build people management skills and to implement overarching frameworks that integrate well-being initiatives. Early workplace intervention Responding constructively to early warning signs is important. This includes managers providing timely feedback rather than waiting until a formal performance review and facilitating a well-being climate. This might include messaging in team meetings about the importance of wellbeing and encouraging early reporting, reminding staff about available support resources and appropriate role modelling. Early intervention might also include repairing employee-management relationships before they go astray, for example by a process of conciliation. One example policy is to implement five informal conversations before a formal appraisal is enacted. Cost benefits of about 8:1 have been reported in examples like the Queensland Resolve at Work initiative. This initiative includes a panel of providers providing a range of prevention and wellbeing services. This was reported as reducing psychological injury costs and absenteeism and resulting in improved performance. E-mental health is also recognised for the support it provides to those looking for information and advice in the first instance or even instead of traditional services. Management and treatment
HCM-Issue-10-November-2016-HCM-2016-Overview.docx