Heightened awareness by leaders during this period is key to ensuring workplace culture remains strong. A TRIANGLE OF RISK Employers can use a number of strategies to promote a mentally healthy workplace, according to Sparke Helmore Partner and Senior Employment Lawyer Roland Hassell. “One of these is designing and managing work to minimise harm,” he says. “Involving workers in decision-making processes can be empowering, giving them the opportunity to control their work schedules. “It’s also important to support recovery from mental illness and that not only includes elements such as modifying work, supporting people’s absence, or managing the return to work. An effective workplace culture helps increase awareness of mental illness and reduce stigma as part of a holistic approach to wellbeing. “Traditionally, mental health is something we’ve approached as being something we deal with by ourselves and not as a matter for our employer’s involvement. Increasingly though, state and federal regulators are making it clear that mental health is a known hazard and the risk needs to be controlled and eliminated in the same way as any other workplace risk.” WHAT CAN EMPLOYERS DO? Hassall believes facilitating the ability for workers to seek early assistance is key. Apart from access to Employee Assistance Programs, he says a good workplace culture also includes: • Employers undertaking wellness checks – particularly important for workplaces with known issues or disputes about culture. • A welfare audit – to gauge where an organisation is at in its approach and culture around mental health.
• External facilitators – to resolve issues among individuals or in departments. A key success indicator for culture is the creation of a psychologically safe workplace. “It must be possible to have a free exchange of ideas, ensuring people understand that does not mean bullying or harassment.” WHAT CAN BROKERS DO? Hosking believes when there is so much dislocation in the economy, people often reflect on the resilience of insurance. "It's more important than ever that brokers are checking in on their clients and their clients’ needs. Financial stress, a major cause of mental health issues, may be somewhat alleviated by an empathetic conversation and providing some relief. "Allianz has introduced financial hardship support measures to support a variety of customer needs. During this time, we have spoken to several broker partners who have commented on how important it is to be mindful of changing client needs, in order to offer the right support measures available. "At Allianz we also recognise that for customers experiencing vulnerability, we must handle each interaction with flexibility, dignity and care, recognising when we may also need to recommend other specialised mental health and wellbeing assistance outside our organisation." Hassall says brokers need to understand the gamut of risks their clients might be faced with. “Employers face the risk triangle of workplace health and safety, workers’ compensation and employment law obligations. Culture and mental health plays into that triangle in a very significant way. If a broker can understand that, they can be of immense assistance to their client.” If you or someone you know needs support, you can contact Beyond Blue Support Services 24/7 on 1300 224 636, or Lifeline 24/7 Crisis Support on 13 11 14.
THE EXPERTS’ GUIDE TO OPTIMAL WORKPLACE CULTURE 1. Lead by example
“Culture is the glue that holds an organisation together and leading by example is key to developing culture that supports mental wellbeing,” says Hosking.
2. Encourage workers to prioritise wellbeing
“From the top down, it’s critical that messaging is clear and consistent… There must be regular communication that encourages such aspects as diet, exercise, a good routine and how to recognise signs of exhaustion,” Hosking adds.
3. Develop culture in an explicit way
“If leaders are sending emails at 11 at night, that might not be a good signal. Be cognisant of the way you’re communicating, what may be implied and have a way of gauging how your messages are being received,” Johnson suggests.
4. Create a safe space
“Managers need to recognise that everyone experiences situations differently and face their own challenges – none are right or wrong. A leader’s goal is to create a space where it is safe for individuals to make choices,” Johnson explains.
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