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Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
Andrew morgan
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Andrew morgan

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  • 1. 1 Mentally healthy workplaces Safety in Action Conference Sydney 3rd September Andrew Morgan | Comcare
  • 2. 2
  • 3. 3 National trends in mental stress in the workplace > Mental stress claims are the most expensive form of workers’ compensation claims > Workplace bullying and other harassment have the highest medium lost time of all mental stress claims > Women more likely to claim for injury/illness as a results of work-related harassment and or bullying > Occupation types: Advanced clerical and service workers, and general clerks. Source: The Incidence of Accepted Workers’ Compensation Claims for mental Stress in Australia – Safe Work Australia, April 2013.
  • 4. 4 This is our workplace community
  • 5. 5 Comcare > Administer the Work Health Safety Act 2011 (Cth) and the Safety and Rehabilitation Compensation Act 1988 (Cth). > Partner with workers, employers and unions to keep workers healthy and safe at work, and if workers are injured to facilitate RTW safely > WHS law requires employers to manage risks arising from both the physical and the psychosocial work hazards
  • 6. 6 Resilient workplaces
  • 7. 7 THE TIPPING POINT: We need to do more
  • 8. 8 WORK CAN HARM OUR HEALTH Too many people are harmed at work
  • 9. 9 Promoting the ability to work > Work on all the elements that build health, well being and work capacity across a working life > Focus on physical and psycho-social work environments > Promote mental health and wellbeing at work. ‘Improving job quality can significantly improve mental health and lead to a more productive workforce.’ Dr Peter Butterworth, ANU Centre for Mental Health Research
  • 10. 10 What’s important > Promote a positive workplace culture > Identify and call behaviours > Manage stressors > Have effective people and performance management > Look at the team environment
  • 11. 11 1. Leadership and culture > Define a workplace culture > Seek senior management commitment > Line managers are key > Flexible workplaces > Recognising the ability of people to work
  • 12. 12 2. Participation and trust > Consultation is key > Data is not enough to understand if there is a problem > Use practical methods to engage with your workers > Do your workers know they have been heard?
  • 13. 13 3. Confidence and capability > Training is only one part > Move beyond awareness of bullying to holistic framework > An active approach will increase trust and early resolution > Place within a broader framework
  • 14. 14 4. Systems and processes Success has much to do with the way workplaces are designed, the way polices and culture affect workplace safety and the employer’s response to injury or illness > Promote worker mental health and wellbeing > Prevent risks arising from the psychosocial environment > Promote ability to work > Support for injury workers and suitable return to workplace > Inclusive supportive culture
  • 15. 15 ORGANISATIONAL HEALTH Impact on service delivery and outcomes Getting it right means… > High levels of engagement, job satisfaction and commitment > Less workplace harm and fewer claims > Faster recovery and return to work if people are harmed > Lower premiums and reduced costs > Leaders are focused on value creation > High quality service delivery, effectiveness and efficiency > A good reputation and value proposition as an employer.
  • 16. 16
  • 17. 17
  • 18. 18 THE REASON WE’RE HERE

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