Mental Health and Wellbeing Guide



Mental Health and Wellbeing GuideMental Health and Wellbeing GuidePurposeThe purpose of this guide is to outline the occupational health and safety requirements for the management of mental health and wellbeing risks and supports the Mental Health Procedure.ScopeThis guide applies to all Department of Education and Training (Department) workplaces including, schools, central and regional offices. It is designed as a resource to support building thriving learning and working environments. Under the Occupational Health and Safety Act 2004 (Vic) the Department is required to provide a safe and healthy working environment for its employees, including psychological health. Workplace managers and leaders also have a duty of care to their employees to eliminate and minimise health and safety risks in the workplace which contribute to poor mental health outcomes of workers. GuidelinesWhat is mental health?Mental health is defined as a state of wellbeing in which the individual realises his or her own abilities, can cope with normal stressors of life, can work productively and fruitfully, and is able to make a contribution to his or her community (World Health Organisation, 2014).Mental health can be explained on a continuum where mental health is at one end, represented by feeling good and functioning well, through to severe symptoms of mental health conditions at the other. Mental health is not fixed or in a static state, and individuals can move back and forth along this scale at different times during their lives. How an individual feels on any day can impact a team or school. Psychological stress is experienced when the individual’s capacity to cope is exceeded by the demands placed on them. It is recognised that exposure to psychosocial risks may lead to workers experiencing stress. Prolonged stress at work may result in mental health disorders or may exacerbate existing disorders. There is also a recognised link between psychological injury and the development of physical symptoms and injuries. What is psychological safety?Psychological safety exists when there is a positive culture in the workplace where people feel they can express themselves, offer ideas, and ask questions without fear of being punished or embarrassed. Things that may help to cultivate psychological safety include support from your colleagues and clarity around your role and responsibilities. Workplace managers play a critical role in fostering a psychologically safe workplace.What defines a mentally healthy and safe workplace?A mentally healthy and safe workplace is defined as one that promotes employees’ mental health and wellbeing, protects mental health by reducing work-related risk factors and actively prevents and addresses mental illness and injury from occurring. This is aligned to the Whole of Victorian Government Mental Health and Wellbeing Charter. Work is generally beneficial to mental health and wellbeing, as it can provide people with structure, purpose and a sense of identity. Everyone has a role to play in promoting a mentally healthy and safe workplace.What are the benefits of a mentally safe workplace?Psychological injuries make up approximately 17 per cent of total injuries occurring in Department workplaces. Potential benefits to individuals, and to Department workplaces from reduced mental health injuries could include:decreased absenteeismhigh staff retentionenhanced morale and motivationimproved productivityreduced WorkCover claimspositive impact on student learning outcomessupports available are recognised and utilised.Department support servicesIt is important to be aware of the support services that are available to staff to support workplace mental health and wellbeing. Please see Appendix A for a comprehensive list of supports and an explanation of each. These are free of charge to all Department workplaces and/or employees. A Department Safety and Wellbeing contact list of some of the services and other important contacts outlined below is available for quick access on HR Web.Department professional development resourcesThere are a number of professional development resources and programs available to Department employees. Please see Appendix B for a list of resources and a short description.Factors that help create a mentally healthy workplaceWorkplace factors, if not appropriately managed, can negatively affect an individual’s mental health and wellbeing and/or physical health, which can have consequences for the organisation. These factors include, but are not limited to, elements of the work environment, management practices and/or organisational dimensions.The following are workplace factors that can affect psychological health and safety. If addressed effectively, these factors can positively impact on employees’ mental health, psychological safety and engagement.To understand how you could use these factors to positively impact mental health and wellbeing in the workplace, click on the links anisational CulturePsychological and Social SupportLeadership and ExpectationsCivility and RespectPsychological Competencies and RequirementsGrowth and DevelopmentRecognition and RewardInvolvement and InfluenceWorkload ManagementEngagementWork-life BalancePsychological ProtectionProtection of Physical SafetyWorkplace Factors –Descriptors and ControlsBelow is a matrix of workplace descriptors and associated risks or hazards that can be used to assess workplace factors relevant to Department workplaces (including schools and central and regional corporate offices) and to document an action plan to mitigate the risks. Please note, not all of these suggested controls will be relevant to your specific workplace. Please consider them in the context of your workplace or school. Control definition: a control refers to a system of work, or a work procedure, that is designed to eliminate or reduce the risk of injury due to an identified hazard (Mental Health Commission of Canada, 2013, World Health Organisation, 2014).Workplace factor descriptorWhy is it important?What happens when it is lackingExample controlsPositive outcomesResources and support HYPERLINK \l "Poor" Organisational Culture – a mix of norms, values, beliefs, meanings, and expectations that members of the organisation hold in common and that they use as behavioural and problem-solving anisational trust is essential for any positive and productive social processes.Building a positive work culture, including social support, enhances employee wellbeing and psychological safety.Culture ‘sets the tone’ for an organisation. A negative culture can undermine the effectiveness of the best programs, policies and services intended to support the anisational values and local culture are explained during induction.Managers, principals and school leadership teams deliberately role model behaviour and Department values.Encourage informal discussions between management and employees. Managers or principals/assistant principals and employees should be able to communicate freely on different occasions.Employees are informed about decisions that influence their daily work.Actively promote parent and family involvement in the school community and at school events. All people in the workplace are held accountable for their actions.People at work show sincere respect for others’ ideas, values and beliefs.Difficult situations at work are addressed effectively.Employees feel that they are part of a community at work.Employees and management trust one another.People feel they can speak up, offer ideas, and ask questions without fear of being punished or embarrassed.Public Sector ValueseLearning Modules (Addressing Workplace Bullying, Equal Opportunity, Human Rights and Responsibilities, Understanding the Department Values, Respectful Workplaces)Code of Conduct for the Victorian Public SectorBastow Institute of Educational Leadership Courses Conflict Resolution Support ServicesManager Assist Principal Mentor ProgramAchievement ProgramDepartment workshop: Managing your team through changeEffective Mentoring ProgramMentoring Capability Framework HYPERLINK \l "social" Psychological and Social Support – comprises all supportive social interactions available at work including the degree of social and emotional integration and trust, either with co-employees or with supervisors.Employees that feel they have psychological support have:greater job attachment job commitment job satisfaction job involvementpositive work moodsdesire to remain with the organisation.Lack of psychological support from the organisation can lead to:increased absenteeismwithdrawal behaviours conflict strain employee turnover loss of productivity increased costs greater risk of accidentsincidents and injuriesnegative impact on student learning outcomes.Increase awareness about the Employee Assistance Program (EAP) and encourage people to access the service early for both personal and work related issues.Develop and implement Psychological First Aid or Mental Health First Aid into the workplace (e.g. appoint a mental health and wellbeing champion who has undergone training in this type of first aid). This could also form part of a peer support program.Develop and implement a local support program for those returning to work from injury in consultation with the Workers’ Compensation Unit.Identify potential events where mental health and wellbeing may be impacted and develop a response process.Include wellbeing as a standing agenda item for staff or team meetings.The workplace offers services or benefits that address employee psychological and mental health.Employees feel part of a community and that the people they are working with are helpful in fulfilling the job requirements.The workplace has a process in place to intervene if an employee looks distressed while at work.Employees feel supported by the workplace when they are dealing with personal or family issues.The workplace supports employees who are returning to work after time off due to a mental health condition.People in the organisation have a good understanding of the importance of employee mental health.Employee Assistance Program HYPERLINK \l "ManagerAssist2" Manager Assist Principal Health and Wellbeing Initiatives: (Proactive Wellbeing Supervision, Early Intervention Program, Principal Health Check, Principal Mentor Program, Regional Capability Development) Department Workplace Contact Officer NetworkWorkers’ Compensation Advisory ServiceDepartment Medical Advisory ServiceDepartment workshop: Building resilience - thriving through challenge and changePsychological First Aid Training (would be at cost to school/team)eLearning Module: Return to Work for Managers and PrincipalsReturn to Work Coordinator Training HYPERLINK \l "Leadership" Leadership & Expectations –Is present in an environment where leadership is effective and supportive of employees. This can be achieved through role clarity, explaining how their work contributes to the organisation, prevention of task conflicts, discussions around change and workplace relationship management. Leaders can be a key source of psychological support for their staff.Effective leadership:increases employee morale, resilience and trustdecreases employee frustration and conflictimproves job wellbeingincreases engagement and intrinsic motivationreduces sick leave.Clear expectations and role clarity results in employees having a sense of control and understanding of their role and responsibilities.Leaders who do not demonstrate visible concern for their own physical and psychological health set a negative example for their staff. This can undermine the legitimacy of any organisational program, policy and/or service intended to support employees:increased absenteeism and / or presenteeismhigh staff turnoverloss of moralelack of coordination and teamworklack of direction.Lack of role clarity arises when work objectives, key accountabilities, scope and responsibilities of an employee’s job are unclear. Role conflict may occur when an employee is required to perform a task within a role that conflicts with their values or expectations.Relationship conflict may include animosity, social conflict and abusive supervisory styles.Ensure there is clarity around roles and expectations for all staff, and appropriate, clear and effective communication.Proactively check-in on staff and your own wellbeing.Lead by example for respectful workplace behaviours.Leaders are able to recognise early indicators of workplace stress (e.g. absenteeism, decline in performance, unusual irritability).Where possible, leaders accommodate employees who request flexible work arrangements.Leaders respond in a timely manner to employee concerns or conflicts.Employee contributions are regularly asked for and incorporated by managers or principals/assistant principalsEncourage employee participation in team-building exercises.Keep up to date on psychological health policies and any changes in these across the Department.Conduct risk assessments with employeesEnsure staff are aware of formal and informal confidential complaint handling processes to enable the reporting of inappropriate behaviour.Lead, promote and support a team culture where employees assist each other and provide support when required.Leaders encourage employees to attend professional development to upskill in mental health and wellbeing (e.g. mental or psychological first aid training).Having clear business plans at each level of the organisation (e.g. team, branch and division), and be able to see how they are driven by the broader organisational direction. In their jobs, employees know what they are expected to do.Leadership in the workplace is effective.Employees are informed about important changes at work in a timely manner.Supervisors provide helpful feedback to employees on their expected and actual performance.The workplace provides clear, effective communication.The workplace provides corporate/workplace induction.The workplace provides employees with an up-to-date role or position description, which includes the role purpose, reporting relationships and the key duties expected of them.The workplace implements a performance feedback system (i.e. Performance Development Plan), where employees receive regular feedback on jobs well done and any areas of improvement.There is a system in place to enable employees to raise concerns about any conflicts they have in their role and responsibilities (e.g. holding regular team meetings to enable employees to discuss any potential role conflict).Bastow Institute of Educational Leadership CoursesSafety Management for School LeadersPrincipal Support Unit WorkshopsAchievement ProgramDepartment workshop: Managing your team through changeDepartment professional development: Leading with a Coaching StyleDepartment workshop: Building resilience - thriving through challenge and changeFor new and beginning teachers - Graduate Teacher Induction GuideFor principals who are welcoming new teachers - Principal and school leader guide to induction of graduate teachersEffective Mentoring ProgramMentoring Capability FrameworkHYPERLINK \l "Civility and Respect"Civility & Respect – is present in a work environment where employees are respectful and considerate in their interactions with one another, as well as with clients and the public.Incivility in the workplace involves low-intensity, inappropriate behaviour with ambiguous intent to harm the recipient, in violation of workplace norms for mutual respect (e.g. rudeness, sarcasm, mocking, disparaging remarks and the belittling or excluding of others). Incivility can be verbal or in writing, e.g. emails.A civil and respectful workplace is related to:greater job satisfaction greater perceptions of fairness a more positive attitude improved morale improved teamwork greater interest in personal development engagement in problem resolution enhanced supervisor-staff relationships enhanced collegial relationshipsa reduction in sick leave and turnover.When civility and respect is lacking in the workplace, and/or incivility is present, employees can experience:emotional exhaustiongreater conflictsjob withdrawalsbullying, which is associated with psychological complaints, depression, burnout, anxiety, aggression, psychosomatic complaints and musculoskeletal health complaints.Tolerance of incivility in the workplace may increase the risk of workplace harassment and bullying.Managers, principals and school leadership teams set the tone of the workplace by modelling these qualities and the Department values.Employees are made aware of the types of offensive behaviour which can exist in the workplace and their long-term consequences.Examine workplace conditions conducive to encouraging civility and respect as part of training or regular meetings. Group discussion about these conditions may be useful at team meetings or staff meetings.Establish procedures and action models to deal with violence, abuse and harassment at work, and make the procedures and models known to all managers and employees.Promote the benefits of an inclusive workplace.Identify specific behaviour and initiate a frank conversation with an employee or group of employees that will involve provision of clear and supportive feedback.Clarify team rules of engagement or develop a team charter where relevant.Promote the Department values within the workplace.Managers to provide timely feedback and comments about workplace experiences and situations that link with or reflect organisational values and/or the code of conduct.People treat each other with respect and consideration in the workplace.The workplace effectively handles conflicts between stakeholders (employees, contractors, public, etc.).Employees from all backgrounds are treated fairly in the workplace.The workplace has effective ways of addressing inappropriate behaviour by contractors, clients or public (e.g. parents).People are more engaged and enjoy being at work.Department Workplace Bullying PolicyConflict Resolution Support ServiceDepartment Workplace Contact Officer (WCO) networkeLearning modules: Addressing Workplace Bullying, Equal Opportunities, Understanding Department Values, Human Rights and Responsibilities, Working With Integrity.Department Employee Conduct BranchRespectful WorkplacesWorkforce Diversity and InclusionRespect for school staff policyDepartment valuesAchievement ProgramDepartment professional development: Enabling a culture of performanceGuidelines for managing complaints, misconduct and unsatisfactory performance in the VPSHYPERLINK \l "Psychological Competencies"Psychological Competencies & Requirements – is present when psychological demands of any given job are documented and assessed in conjunction with the physical demands of the job.A good job fit is associated with: fewer health complaints lower levels of depression greater self-esteem a more positive self-identity enhanced performance job satisfaction employee retention.Employees can experience job strain expressed as emotional distress and provocation, ruminating thoughts, defensiveness, low energy and lower mood levels.Poor job fit is linked to lack of enjoyment and engagement, poor productivity, conflict, and greater voluntary turnover.Provide accessible coaching and supports as required, recognising the potential for complexities of mental health and wellbeing, the unique needs of individuals and the skills needed.Measure and address the level of job control, physical and psychological job demands, and autonomy of employees.Support employees to attend training that assists them in managing their workloadsSupport employees to attend professional development to train in skills they require to do their job.Managers, principals and school leadership teams attend training to build their own professional skills.Management provides opportunities for staff to feedback regarding their training opportunities and performance.The workplace considers existing work systems and allows for work redesign.The workplace assesses employee demand and job control issues such as physical and psychological job demands.The workplace assesses the level of job control and autonomy afforded to its employees.The workplace monitors the management system to address behaviours that impact employees and the workplace.The workplace values employee input particularly during periods of change and the execution of work.The workplace regularly reviews its management accountability system that deals with performance issues and how employees can report issues.The workplace emphasises recruitment, training, and promotion practices that aim for the highest level of interpersonal competencies at work.Principal Health and Wellbeing Program initiatives: Principal Mentor Program, Regional Capability Development, Proactive Wellbeing Supervision, Early Intervention Program, Principal Health ChecksBastow Professional Learning Courses for Teachers and PrincipalsIPAA courses (corporate skill building)Employee Assistance ProgramManager AssistOHS risk management procedure (mental health and wellbeing)Achievement ProgramDepartment professional development: Enabling a culture of performanceDepartment workshop: Building resilience - thriving through challenge and change HYPERLINK \l "growth and Development" Growth & Development – is present in a work environment where employees receive encouragement and support in the development of their interpersonal, emotional, and job skills.Employee professional and personal growth and development increases goal commitment, organisational commitment and job satisfaction. Skill acquisition and career development enhance employee wellbeing.Employees who are not challenged by their work and not supported to develop their skills will grow bored within their role, which may negatively impact both their wellbeing and performance. Managers and principals/assistant principals listen carefully to employees’ suggestions regarding career development and how their goals can be prioritised and included in Performance Development Plans.Provide adequate mentoring and coaching to assist employees in developing their careers.Provide support for employees in new positions to develop their communication and supervisory capabilities and help them adjust to their new roles.Employees receive feedback at work that helps them grow and develop.Supervisors are open to employee ideas for taking on new opportunities and challenges.Employees have opportunities to advance within their organisation.The organisation values employees’ ongoing growth and development.Employees have the opportunity to develop their “people skills” at work.Employees have more confidence.Performance Development PlanIPAA courses – VPS staff (at cost of team)Internal DET PD programs (Corporate)Bastow Professional Learning Courses for Teachers and PrincipalsPrincipal Mentor ProgramDepartment professional development: Enabling a culture of performanceDepartment professional development: Leading with a Coaching StyleFor new and beginning teachers - Graduate Teacher Induction GuideFor principals or assistant principals who are welcoming new teachers - Principal and school leader guide to induction of graduate teachersHYPERLINK "" \l "link6"Effective Mentoring Program Mentoring Capability FrameworkHYPERLINK \l "Recognition and Reward"Recognition & Reward – is present in a work environment where there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner, e.g. recognition of good performance, years served, and/milestones reached.Recognition and reward:motivates employeesfuels the desire to excelbuilds self-esteemencourages employees to exceed expectationenhances team successincreases engagementincreases intent to stay.Lack of recognitions and reward undermines employee confidence in their work and trust in the organisation. Employees may feel demoralised and leave, leading to higher turnover of staff.Recognition can take many forms including, words of appreciation, public acknowledgement and development opportunities.Make it known to employees that the Department is committed to promoting good practice.Openly praise good work by employees and teams in meetings or newsletters.Celebrate achievements by your team or school (e.g. have a standing agenda item for this in your team or staff meetings).Systematically inform workers of the positive outcomes/consequences of their work.Immediate supervisor demonstrates appreciation of employees’ contributions.The workplace appreciates efforts made by employees.The workplace celebrates shared accomplishments.The workplace values employees’ commitment and passion for their work.Performance Development Plan.Achievement ProgramRecognition at DET toolkit HYPERLINK \l "influence" Involvement & Influence – is present in a work environment where employees are included in discussions about how their work is done and how important decisions are made.This includes how organisational change is managed and communicated in the organisation. Change can be related to alterations in individual work conditions (e.g. change of role or the introduction of new technology), or can be related to work-team or organisational level changes (such as mergers or restructures).Employees are more likely to be engaged, to have higher morale, and to take pride in their organisation when they feel they have meaningful input into their work.Employees tend to feel a sense of indifference or helplessness.Job alienation is associated with cynicism and distress, greater turnover, and burnout.Provide regular opportunities for informing and consulting with employees about the purpose and goal of pending changes in business operation and work organisation.Use feedback from employees (e.g. school staff survey, or people matters survey) to correct procedures and adjust new initiatives if necessary in the workplace.Put into place feedback systems within your team or school, allowing for staff input and information sharing between levels (e.g. adding a standing item to team or staff meetings, updates posted on noticeboard).Employees are able to talk to their immediate supervisors about their work and how it is done.Employees have some control over how they organise their work.Employee opinions and suggestions are considered with respect to work.Employees are informed of important change that can impact how their work is done.The workplace encourages input from all employees on important decisions related to their work.The workplace consults with employees about proposed changes that may affect the health and safety of employees.The workplace communicates with employees and seeks their participation in the change process.The workplace establishes a communication system (e.g. meetings or emails) that keeps employees regularly updated on developments.Developments are communicated in a timely manner to prevent the spread of rumours and enhances employees’ feelings of job anisation Design Guide for Victorian School LeadersDepartment OHS Consultation and Communication ProcedurePrincipals Support UnitBastow Institute of Educational Leadership CoursesDepartment workshop: Managing your team through changeDepartment professional development: Enabling a culture of performance HYPERLINK \l "Workload Management" Workload Management – is present in a work environment where assigned tasks and responsibilities can be accomplished successfully within the time available.While employees may need challenging tasks to maintain their interest and motivation to develop new skills, it is important that demands do not exceed their ability to cope. Workload and work demands include:Time pressureMental demandsPhysical demandsEmotional demandsThere is a unique relationship between job demands, intellectual demands and job satisfaction.Job demands reduce job satisfaction, while intellectual demands or decision-making latitude, increase job satisfaction.Even when there are high demands, if employees also have high decision-making ability, they will be able to thrive.Increased demands, without opportunities for control, result in physical, psychological and emotional fatigue, and increase stress and strain. Excessive workload is one of the main reasons employees feel negatively towards their jobs and employers.Plan appropriate deadlines to achieve better distribution of the workload in a reasonable period of time (i.e. provide employees adequate time to complete their tasks).Encourage regular discussions about workload between supervisors and employeesReprioritise tasks and negotiate timelines where possible.Change work process to facilitate the completion of work requirements, for example, by reviewing the distribution of tasks or using innovative approaches and technology.Match skills to tasks and bridge skill gapsPlan, review and adjust present and future workload levels to increase performance and maintain a healthy workforce.Provide training, mentoring and ongoing feedback on performance.Provide clear direction and support tools for staff to complete the tasks.Provide sufficient relief staff to cover for employees who are on annual leave or sick leave.Plan ahead for any overtime hours and notify employees of any unplanned tight deadlines.Provide sufficient information to enable employees to perform tasks competently, including support and resources for decision-making.Ensure emotional demands of a role are captured in a position description and that applicants are informed at the pre-selection stage (e.g. at interview) of the emotionally demanding nature of the role.The amount of work employees are expected to do is reasonable for their positions.Employees have the equipment and resources needed to do their jobs well.Employees can talk to their supervisors about the amount of work they have to do.Employees’ work is free from unnecessary interruptions and disruptions.Employees have an appropriate level of control over prioritising tasks and responsibilities when facing multiple demands.Employees have increased job engagement and motivation.Employees have more role clarity and autonomy.Employee Assistance ProgramManager AssistOrganisation Design Guide for Victorian School LeadersDepartment OHS Consultation and Communication ProcedureDepartment OHS Issue Resolution FlowchartDeficit management and workforce bridgingWorkforce Management – corporate and schoolsDepartment workshop: Managing your team through changeDepartment workshop: Building resilience - thriving through challenge and changeHYPERLINK \l "Engagement"Engagement – is present in a work environment where employees enjoy and feel connected to their work and where they feel motivated to do their job well. Employee engagement can be physical, emotional and/or cognitive.Engagement leads to:greater employee satisfactionenhanced task performancegreater moralegreater motivationincreased organisational citizenship behaviours (behaviours of personal choice that benefit the organisation).Organisations that do not promote engagement can see:negative impact in productivitypsychological and medical consequencesgreater employee turnoveremployees withholding effortcounterproductive behaviourwithdrawal behaviours.Provide employees with feedback on their good work to help them develop a sense of pride and self-esteem. When informing workers regularly about their work outcomes, convey a sense of collegiality and teamwork.Make proposals and contributions known to all employees, as well as the results of the implementation of such proposals. Employees enjoy their work.Employees are willing to give extra effort at work if needed.Employees describe work as an important part of who they are.Employees are committed to the success of the organisation.Employees are proud of the work they do.Further participation by anisation Design Guide for Victorian School LeadersDepartment OHS Consultation and Communication ProcedureAchievement ProgramDepartment professional development: Enabling a culture of performanceDepartment professional development: Leading with a Coaching StyleHYPERLINK \l "Work-life Balance"Work-life Balance – is present in a work environment where there is acceptance of the need for a sense of harmony between the demands of personal life, family, and work.Work-life balance:makes employees feel valued and happier both at work and at homereduces stress and the possibility that home issues will spill over into work, or vice versaallows staff to maintain their concentration, confidence, responsibility, and sense of control at workresults in enhanced employee wellbeing, commitment, job satisfaction, organisational citizenship behaviours, job performance and reduced stress.Imbalanced work-life can lead to:feeling tired and/or disrupted sleepirritabilityreduced self-carehigh job stress resulting in dissatisfaction with work and being absent either physically or mentallynegative effects on personal relationships and home lifeexacerbation of pre-existing mental health conditionsdevelopment of stress-related illnessOverall decreased health. The impact on the organisation can include increased costs due to workers compensation claims, absenteeism, disability and turnover.Where possible, take into account the family responsibilities of individual workers when organising meetings and other events.Make staff aware of the flexible work arrangements available in the Department, and encourage them to work flexibly if they would like to and if they are able to. Management leads by example, taking their entitled work breaks and limiting correspondence to staff outside of work hours etc.Where possible, take into account if staff are required to extensively travel as part of their role and how this may affect their wellbeing.Employees feel comfortable taking their entitled breaks (e.g. lunchtime, sick time, holiday, earned days off, parental leave, etc.).Employees are able to reasonably meet the demands of personal life and work.The organisation promotes life-work harmony.Employees can talk to their supervisors when they are having trouble maintaining harmony between their life and work.Employees have energy left at the end of most workdays for their personal life.Flexible work resourcesFlexible work in schoolsFlexible Work Policy Corporate WorkplacesWorking Remotely Guidelines.Flexible Work AgreementFlexible Work Arrangements – Tips for Employees, Principals and ManagersEmployee Assistance Program.Manager AssistPrincipal Health and Wellbeing StrategyAchievement ProgramFor new and beginning teachers - Graduate Teacher Induction GuideFor principals who are welcoming new teachers - Principal and school leader guide to induction of graduate teachers HYPERLINK \l "Psychological Protection" Psychological Protection – is present in a work environment where employees’ psychological safety is ensured. Workplace psychological safety is demonstrated when employees feel able to ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job, or their career.Employees who are psychologically protected demonstrate:greater job satisfaction enhanced team learning behaviour improved performanceincreased participationfewer grievances, conflicts and liability risks.Employees who are not psychologically safe experience:demoralisationsense of threatdisengagementstrain.Employees may perceive workplace conditions as ambiguous and unpredictable.Employees may undermine public confidence in the organisation.Ensure appropriate and timely post critical incident support such as referrals to EAP for affected staff.Ensure there are appropriate policies and procedures in place to deal effectively with situations that can threaten or harm employees (e.g. harassment, bullying, discrimination, violence, aggression, stigma, domestic violence etc.), and employees are aware of where and how to access these.The workplace is committed to minimising unnecessary stress at work.Managers and principals/assistant principals care about employees’ emotional wellbeing.Managers and principals/assistant principals encourage staff to express their views and opinions.The workplace makes an effort to prevent harm to employees from harassment, bullying, discrimination, violence and stigma.Employees would describe the workplace as being psychologically healthy.The workplace deals effectively with situations that can threaten or harm employees (e.g. harassment, bullying, discrimination, violence, aggression, stigma, domestic violence etc.).Employee Assistance ProgramDepartment Workplace Bullying PolicyeLearning Modules: Respectful Workplaces, Addressing Workplace Bullying, Equal Opportunity, Human Rights and Responsibilities, Understanding Department Values.Department OHS Issue Resolution FlowchartDepartment Conflict Resolution Support ServiceAchievement ProgramDepartment professional development: Enabling a culture of performanceDepartment workshop: Building resilience - thriving through challenge and changeWorkplace Contact Officer NetworkFamily Violence: Information for employeesSSS (student support services) team HYPERLINK \l "Protection of Physical Safety" Protection of Physical Safety – is present when an employee’s psychological, as well as physical safety, is protected from hazards and risks related to the employee’s physical environment.Employees feel more safe and secure.Leads to lower rates of psychological distress and mental health issues.Safety is enhanced through minimising hazards, training, response to incidents, and the opportunity to have meaningful input into the workplace policies and practices.Workplaces are more likely to be more dangerous.Employees could be injured or develop illnesses.Employees feel less secure and less engaged.Conduct regular OHS inspections of your workplace.Respond to OHS reports in a timely manner.Encourage the reporting of all occupational violence incidents through eduSafe Plus.The workplace cares about how the physical work environment impacts mental health.Employees feel safe (not concerned or anxious) about the physical work environment.The way work is scheduled allows for reasonable rest periods.All health and safety concerns are taken seriously.Employees asked to do work that they believe is unsafe have no hesitation in refusing to do it.The workplace assesses the psychological demands of the jobs and the job environment to determine if it presents a hazard to employee’s health and safety.The physical environment is as comfortable as possible and designed specifically for the tasks being undertaken (e.g. make changes to the workstation, tools or equipment, or the way a job is done where needed).eLearning Modules: OHS for New Employees, Ergonomics, Manual Handling, Slips Trips and Falls.OHS Management System: OHS Hazard Management, OHS risk Management.Department Workplace Inspection ProcedureDepartment Workers Compensation Advisory ServiceDepartment OHS Issue Resolution FlowchartOHS Advisory ServiceSafety Management for School LeaderseduSafe Plus (Department hazard and incident reporting system).4. Defined termsAll terms defined by the Department can be found on the Department’s Defined Health, Safety Terms website. Defined roles will appear in bold.5. Related references:Occupational Health and Safety Act 2004Occupational Health and Safety Regulations 2017WorkSafe Victoria, 2016. Preventing and managing work-related stress: A guidebook for employers.Mental Health Commission of Canada, 2013. Psychological health and safety in the workplace - Prevention, promotion, and guidance to staged implementation.World Health Organisation, 2014. Mental Health: a state of well-being. who.int/features/factfiles/mental_health/en/. 6. Related Department OHS and Workers’ Compensation documentation:Corporate Workers’ Compensation Management ManualCorporate Workers’ Compensation Policy GuideHazard and Incident Reporting and Investigation ProcedureHealth Safety and Wellbeing (HSW) PolicyMental Health and Wellbeing ProcedureMental Health CharterOHS Consultation and Communication ProcedureOHS Issue Resolution FlowchartOHS Risk Management ProcedureOHS Risk RegisterPublic Sector ValuesSchools Workers’ Compensation Management ManualSchools Workers’ Compensation Policy GuideWorkplace Bullying PolicyWorkplace Inspection ProcedureAPPENDIX A – Department Support Services1. Employee Assistance Program (EAP)The EAP is a free, short term, and strictly confidential expert counselling service funded by the Department. These sessions can be used to develop tailored strategies to help enhance wellbeing – both in and outside of work. The EAP is available 24 hours a day, seven days a week for up to four sessions for the Department's employees (and school council employees such as casual relief teachers). Immediate family members of Department employees can also now access EAP.EAP offers:flexibility to choose a time and location that works for you – over the phone or face-to-faceprovision for accessing specialist counsellors for aboriginal, LGBTIQ and family violence mattersall counselling sessions led by a psychologist or social worker with a minimum of five years in practicethe offer to speak to another counsellor if you are dissatisfied with the serviceThese services are provided by LifeWorks by Morneau Shepell which is an independent organisation experienced in delivering similar services in other workplaces. The Department funds this service as part of its commitment to health, safety and wellbeing. Staff can call LifeWorks directly on telephone number 1300 361 008 and make an appointment at a preferred time and location.Any further enquiries regarding the EAP and other support services available to the Department employees can be directed to the Employee Health, Safety and Wellbeing Division through email employeehealth@edumail..au2. Manager Assist telephone advisory serviceAs part of the EAP there is also a dedicated Manager Assist telephone advisory service available to support principals, school leaders and managers. This service can provide advice and coaching on a range of issues such as approaching a difficult conversation with employees, managing challenging team dynamics, leading through uncertainty and change, supporting staff at risk and managing the impact of mental health issues within the workplace. The Manager Assist service is provided by LifeWorks by Morneau Shepell who are an independent organisation. Staff can call LifeWorks directly on 1300 361 008 during normal business hours from Monday – Friday, and make an appointment at a time and location that is suitable.3. Conflict Resolution and MediationThe Conflict Resolution Support Service is available to assist all Department employees to address workplace conflict, which may impact mental health and wellbeing, and work performance. This service can provide:mediationcase conferencing and facilitated meetingsconflict coachingteam conflict intervention.Converge International provide this service which can be arranged by a principal or manager, by email: mediation@.au or phone: 1300 687 633.4. OHS Advisory ServiceA dedicated Occupational Health and Safety (OHS) Advisory Service is available to all employees. This service is focused on providing effective and timely advice to principals, managers and employees on any aspect of workplace health and safety. Advice and support can be provided on the phone and/or in your workplace. The OHS Advisory Service can provide the following support:Arrange an OHS consultant to assist with the implementation and/or ongoing management of your workplace’s OHS Management System (OHSMS).Support and advice on the management of OHS hazards and risks identified at your workplace.Assistance in meeting OHS legislative compliance requirements.Assistance to comply with Provisional Improvement Notices (PIN) or Improvement Notices.Providing support during a WorkSafe Inspector visit, including advice on best practice and any actions necessary as a result of the visit.Preparing for OHS-related audits and addressing any non-compliances identified in such audits.Assistance with using eduSafe Plus to report workplace incidents and hazards.Assistance in identifying and locating OHS related training providers.For assistance with any health, safety or wellbeing issue, please contact the OHS Advisory Service on: 1300 074 715 (Monday – Friday, 8.30am - 5pm) or e-mail safety@edumail..au.5. Workplace Contact Officers (WCO) NetworkA Workplace Contact Officer is a member of staff who has volunteered to be a point of contact for colleagues experiencing harassment, discrimination, bullying, victimisation or family violence. Any Workplace Contact Officer can be contacted for a confidential discussion, at any time.For more information or to contact an officer, see:?Workplace Contact Officer Network.6. Medical Advisory ServiceThe Medical Advisory Service is a free of charge telephone and email advisory service for managers and principals provided by a team of occupational health professionals who are familiar with the Department's human resource management policies, employee health obligations and the operational requirements of schools. The service provides advice to principals and managers on the management of employees experiencing psychological and/or physical health related difficulties that impact on their ability to perform the duties associated with their employment.The service can also assist in the arrangement of independent medical examinations by appropriate medical practitioners on behalf of the Department. Both the medical assessment coordination and?the actual medical assessment is a cost to the workplace.This service is operated by injuryNET and is available Monday to Friday, 8:30am – 5:00pm (excluding public holidays) and can be contacted on phone: 1300 031 057 or email: DET@.au. Alternatively, you can log in at (external link).All phone calls and emails will be responded to on the same day with comprehensive advice provided within 24 hours.7.Workers Compensation Advisory ServiceThe Department has a dedicated Workers' Compensation Advisory Service to assist Principals with the management of complex workers' compensation claims. This service is designed to improve return to work outcomes for employees by ensuring that principals, return to work coordinators and other workplace managers can access timely injury management and return to work advice at the time of the work related illness or injury. It also provides principals, return to work coordinators and other workplace and managers with ‘just in time training’ and support for the management of the more complex ‘time lost’ worker's compensation?claims.This service can be contacted on (03) 9637 2441 or alternatively via email based on your location: pensation.corporate@edumail..au; pensation.swvr@edumail..au; pensation.sevr@edumail..au; pensation.nwvr@edumail..au; pensation.nevr@edumail..au.8. Principals’ PageThe Principals’ Page contains links to important information and resources that principals and assistant principals need to access regularly or urgently. Under sixteen priority categories, principals can access information and tools to help them effectively manage and lead their school, and look after their health and wellbeing, and that of others. You can find the Principals’ Page here. 9.Principal Health and Wellbeing InitiativesThe Principal Health and Wellbeing Strategy comprises seven key initiatives that promote and sustain the health and wellbeing of school leaders.Principal Mentor Program: links principals with an experienced and highly skilled mentor that can act as a trusted peer and provide advice and support. Mentors are trained in psychological first aid and are able to help recognise emerging health and wellbeing issues and connect principals with other support and services as needed. This program aims to increase principals’ confidence in operational/management skills, reduce isolation and build social capital. Contact: (03) 8199 2986Regional Capability Development: aims to develop the skills, capabilities and confidence of regional leaders and senior staff, so they can contribute to a culture of care and support for principals. The program will equip regional staff with the practical tools they need to help principals access the support they need. Contact: (03) 7022 1054Proactive Wellbeing Supervision: gives principals access to twice-yearly wellbeing sessions with an experienced psychologist, to enhance their wellbeing and alleviate stress. These confidential sessions allow principals to debrief and acknowledge the potential impact their work has on their health, wellbeing and performance. The initiative also includes an outreach component, where experienced psychologists contact all new and acting principals six to eight weeks after beginning their new role. Contact: 1300 326 941Principal Health Checks: free and confidential health checks to support long-term health and wellbeing, available to all principal class. These are voluntary and include mental health, blood pressure, heart rate, weight and lifestyle assessments as well as optional pathology tests. Contact: (03) 8396 0266Complex Matter Support Team: supports principals and all principal class to deal with complex cases, alleviating stress and reducing workload. A lead professional from the team is the principal’s single point of contact, and they coordinate advice and support from across the Department. The team will also respond to complex and frequent correspondence from parents and advocates on the principal’s behalf. Contact: (03) 7022 1201Early Intervention Program: offers early intervention and injury management services for principals and all principal class. The program supports principals to identify and address health and wellbeing risk factors before they escalate into more serious health concerns, and provides access to health and wellbeing services and support as required. Contact: 1300 090 924School Policy Templates Portal: provides a suite of school policy templates, written in plain English that meet legal, Departmental policy and school review and registration requirements. This aims to streamline the process of developing and implementing school policies, reducing workload for school principals. Contact: (03) 7022 0930Click here for more information about the Principal Health and Wellbeing Strategy and any of the initiatives. You can also contact the Principal Health and Wellbeing Strategy Unit via email: principal.health@edumail..auAPPENDIX B – Department Professional Development Resources1. Bastow Institute of Education Leadership Courses The Bastow Institute of Educational Leadership offers transformative leadership professional development and learning opportunities for Victorian education professionals. Bastow delivers over 30 innovative, evidence-based and highly relevant courses that respond to the ever-evolving needs to school staff at every stage of their career journey. Programs include, Unlocking Potential (UP): Principal Preparation, Principal Mentoring and High Impact Leadership Teams. Visit the Bastow website here for a full list of courses on offer. 2. Safety Management for School LeadersSafety Management for School Leaders provides an overview of effective safety management within the school environment. The one-day program will provide school leaders with knowledge and skills to effectively manage safety and wellbeing.The program is open to Department school leaders such as school principals, assistant principals and persons aspiring to those positions.Click here for scheduled dates, registration and contact details. 3. VPS Health and Wellbeing Training for People Managers (available from April 2019)This half-day training program has been developed to support the Whole of Victorian Government Mental Health and Wellbeing Charter and is compulsory for corporate managers and supervisors of the Department. It supports the capability of managers in promoting positive mental health and wellbeing, as well as identifying, preventing, protecting and addressing mental injury and rmation on how to access this service will be provided shortly. For more information, contact the Employee Safety and Wellbeing Unit on (03) 9097 1085.4. The Principal Support Unit (PSU) The PSU consists of former principals and expert VPS staff providing principals with confidential and specialist advice and support. The PSU also runs workshops for principals and prospective principals addressing a range of topics which are drivers of many of the ‘wellbeing issues’ arising for school leaders such as people management, human resources issues, decision making, managing consultative processes, workforce planning and building leadership within their schools. Click here to find out more information about the PSU. You can also contact the PSU on 0457 529 729 or 0475 832 471.5. Livewell online portalLivewell is an interactive website that provides you with support, guidance and information on various personal, health and psychological issues. The library offers three sections; Livewell, BeWell and Workwell. The website offers practical advice, strategies and techniques to help address your concerns and can all be readily applied. This service is provided by OPTUM. It is a private, confidential service and can be accessed from home.Website: LivewellAccess code: DETEAP6. Respectful Workplaces PortalA respectful work environment is positive for everyone. When we are engaged with and feel supported by our workplace, we tend to be our most productive and innovative. The Respectful Workplaces portal contains e-learning modules, policies and procedures, resources and additional support to help you understand what a respectful workplace looks like and how you can help create a workplace that is healthy, safe, inclusive and free from bullying, harassment and discrimination.To access the portal, see: Respectful Workplaces HRWeb page7. Online eLearningA range of free online learning modules are available to all Department staff via each individual’s eduPay, under LearnED. The following modules support the improvement of mental health and wellbeing in our workplace. Completing these modules builds individual capabilities in supporting a safe work environment.Addressing Workplace Bullying.Equal Opportunities.Human Rights and Responsibilities.OHS for new employees.Respectful Workplaces.Understanding DET Values.8.Achievement programThe Achievement Program is a Victorian Government initiative that aims to encourage healthier lifestyles and prevent lifestyle related diseases via a whole-school/whole-service approach. Based on the best practice Health Promoting Schools Framework, the program provides a framework for promoting health in schools and workplaces across the following health priority areas:Mental health and wellbeing.Healthy eating and oral health.Physical activity.Safe environments.Sun protection.Sexual health and wellbeing.Alcohol, tobacco and other drug use.Register your school here, register your workplace here. ................
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