PSYCHOLOGICAL WELLBEING A Key Factor in Creating a Safe & Productive Workplace

1. NATIONAL DISABILITY SERVICES CONFERENCE PSYCHOLOGICAL WELLBEINGA Key Factor in Creating a Safe & Productive Workplace PRESENTED BY: Mr Clive Rodger Drake WorkWise Pty Ltd Executive Manager Tel: 1300 135 600 BA(Hons) BEc BTh ThM MLitt MEAPPA AFAIM MAITD www.drakeworkwise.com.au August 2009

2. CONTENTS • What is an EAP? • Typical Counselling Issues - Benefits • Mental Health Issues in Australia • Employee Assistance Program – Return On Investment • Confidentiality • How The EAP Works • Core Components of an Effective EAP • Referrals for Specialist Issues • Critical Incidents • Understanding the Psychological Impact of Traumas • How The Trauma Management Service Works • Discussion and Comments

3. WHAT IS AN EAP? • An Employee Assistance Program provides staff and management and their immediate families * with professional counselling • The EAP is - • paid for by the employer (free to employees) • professional • Confidential • independent • *Those living with, and dependant on, the employee

4. WHAT IS AN EAP? The EAP provides early intervention and resolution of personal and work related issues, which affect the wellbeing, morale, safety and performance of individuals and groups of staff

5. WORK Relationships/Conflict Communication Stress Harassment/Bullying Trauma/Critical Incident Change & Restructure Career Issues OH&S/EEO Issues Organisational Issues PERSONAL Anxiety Marriage/Relationships Family/Children Abuse Addictive Behaviors Loss & Grief Health & Wellbeing Depression Mental Health Financial Pressure Stress COUNSELLING ISSUES • The EAP provides assistance on a wide range of general counselling issues including:

6. PREVALENCE OF MENTAL HEALTH ISSUES IN AUSTRALIA 1 in 5 Australian adults will experience a mental illness at some time in their life. Most Common are: • Anxiety • Depression • Substance misuse • Eating disorders • Bipolar • Schizophrenia

7. MOST COMMON AGE GROUPS Experiencing a mental health and/or problem use:

8. EXTENT OF MENTAL ISSUES IN THE AUSTRALIAN WORKFORCE • About 1 in 4 persons with an anxiety, affective or substance use disorder also had at least one other mental illness (Hall et al. 2001) • Among those with psychotic disorders, 30% had a medical history of alcohol abuse or dependence, 25.1% of cannabis abuse and 13.2% of other substance use or dependence (Jablensky et al. 1999)

9. MENTAL HEALTH ISSUES • On average, 217 million workdays are completely or partially lost among workers aged 18 to 54 due to mental disorders, translating to an annual cost to businesses of $17 billion dollars. • It is estimated that in 1 to 5 working-age Australians will experience a mental illness at some time in their life. • Depression reduces workplace productivity. Over 6 million working days are lost each year, with another 12 million days of reduced productivity per year. Depression alone costs Australian businesses hundreds of millions per annum.

10. MENTAL HEALTH ISSUES • Australian-based research indicates that each employee with untreated depression will cost their organisation $9,660 per year. • According to the 2007 Mental Health & Wellbeing Survey, Australian GP’s provided 11 million services mental health issues that year. • Workers with depressive disorders have almost four times more health-related lost productive time than their non-depressed counterparts.

11. MENTAL HEALTH ISSUES • In a recent US-based survey, 62.7 percent of adults in the age group of 18 to 64 who had a past-years substance use disorder were employed full time. Among this group who experienced psychological distress in the past year, 50.7 percent were employed full time. • Substance abuse is prolific amongst working-age population, with 44% of working Australians engaging in risky and high-risk drinking at least occasionally, according to the 2001 National Drug Strategy Household Survey.

12. MENTAL HEALTH ISSUES COSTS OF STRESS-RELATED PRESENTEEISM & ABSENTEEISM IN AUSTRALIA Medibank-commissioned research conducted by Econtech in 2007 found that: • Stress-related presenteeism and absenteeism are costing the Australian economy $14.81 billion a year. • Stress-related presenteeism and absenteeism are directly costing employers $10.1 billion a year.

13. MENTAL HEALTH ISSUES COSTS OF STRESS-RELATED PRESENTEEISM & ABSENTEEISM IN AUSTRALIA

14. EMPLOYEE ASSISTANCE PROGRAM THE BROADER BENEFITS OF AN EFFECTIVE EAP In assisting employees to manage psychological issues and problems in living, EAP’s have been demonstrated consistently to provide the following organisational benefits: • Improved employee retention, savings in training costs, expertise protection. • Reduced managerial burden resulting from problem employees • Disciplinary issues are treated more humanely and constructively

15. EMPLOYEE ASSISTANCE PROGRAM THE BROADER BENEFITS OF AN EFFECTIVE EAP • Increased motivation, productivity, innovation and wellbeing. • Reduced stress in the workplace. • Reduced presenteeism. • Reduced absenteeism (25-30% reduction). • Reduced workplace conflict • Reduced lateness

16. EMPLOYEE ASSISTANCE PROGRAM THE BROADER BENEFITS OF AN EFFECTIVE EAP • Reduced workers’ compensation claims. • Reduced accidents. • Minimised negative impact of restructuring. • During restructuring, redundancy and organisational change, EAP provision can ensure impacted staff are supported, preserving companies’ reputations.

17. EMPLOYEE ASSISTANCE PROGRAM RETURN ON INVESTMENT EAP investment can also be assessed by comparing the cost of the EAP program against the value of such factors as: • Improved morale and positive changes in the organisational culture. • Productivity. • Higher quality products and services.

18. EMPLOYEE ASSISTANCE PROGRAM RETURN ON INVESTMENT Overwhelmingly, current research involving rigorous economic analysis demonstrates that EAP’s are highly cost-effective, in terms of savings generated for employers. Some recent data on Return on Investment from EAP’s: • A 5:1 reduction in work hours and wages lost following the implementation of an EAP. • 2007 research on 480 employees found that on average, 1.86 days per person was saved in a year, translating to an estimated annual employer cost saving from EAP treatment of $2,543,984.

19. EMPLOYEE ASSISTANCE PROGRAM RETURN ON INVESTMENT • Annual payoffs between three and seven times the cost of the EAP provision have been demonstrated by a range of studies. • 2008 research across a broad range of employer groups demonstrated than an average of 6.36 hours were saved per week per person as a result of improved functioning after EAP treatment; according to this research, for every $1 spent on an EAP, organisations can expect a return of between $5.17 and $6.47 – a Return on Investment of between 517% and 647%.

20. CONFIDENTIALITY CONFIDENTIALITY IS CRUCIAL • No information on who has accessed the service or session content is reported back to the employer • An aggregated non identifying statistical report is prepared • Written confidentiality agreement with individual client with provision of feedback only within boundaries of written agreement • Secure file management and storage

21. HOW THE EAP WORKS • General counselling assistance (24 hour Crisis Access) • Appointments are made by directly contacting the EAP Provider. • Counselling normally provided off site at convenient locations • Attendance is voluntary • Self referral or by manager

22. HOW THE EAP WORKS • Generally a limit of 3 to 5 sessions per individual per issue • It is based on early intervention, brief therapy and solutions focused outcomes • Job security and promotional opportunities are not affected by accessing the EAP service

23. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 1 • Capacity of the EAP provider to understand the client organisation’s operational activities, cultural drivers and ability to work in partnership to deliver wellbeing outcomes

24. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 2 • Ability of the EAP provider to deliver a range of other HR and consultancy services which compliment the delivery of the clinical services • Drake provides solutions to human capital by: • Improving talent acquisitions • Improving talent development • Improving management processes

25. CORE COMPONENTS OF AN EFFECTIVE EAP • Component # 3 • Depth of clinical experience of psychologists delivering the counselling and their capacity to build rapport and practice within a Brief Therapy model.

26. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 4 • Ability to access immediate professional support on a 24/7 basis.

27. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 5 • Provision of a Management Support Service which works in parallel with the HR service model within the client organisation. • The Manager Support here minimises risks of complaint escalation • Resolution of workplace conflicts is one of the most sensitive & important issues today

28. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 6 • Multiple points of information access for personal, work and wellbeing issues through an interactive secure intranet and/or website. • Attending health days, promoting wellbeing and encouraging proactive self care is important

29. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 7 • Regular evaluation of the EAP service by employees through independent survey, ideally telephone. • Clients expect feedback on outcomes and effectiveness of the service

30. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 8 • High program visibility through staff inductions and regular updates. • Rollout of a new service is very important • Regular/annual reminders of the service

31. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 9 • Delivery of regular interactive seminars that address mental health issues and promote wellbeing.

32. CORE COMPONENTS OF AN EFFECTIVE EAP Component # 10 • The client relationship needs to be built upon: • Clear understanding of the organisation’s vision and business strategy • Demonstrated capacity to align service delivery with the organisation’s cultural style • Ability to provide constructive feedback • Proven ability to work with not for the organisation • Willingness of the provider to be accessible and flexible • Constantly looking for ways to improve service delivery

33. CLIENT ORGANISATIONS BENEFIT BY: • Providing a supportive culture for employees. • Applying the most cost effective solution possible, to both work and personal issues which impact on employee wellbeing. • Minimising negative impacts of change and restructuring. • On-site support following a critical incident and thus minimising the possibility of long term effects on employees i.e.: faster return to work.

34. EMPLOYEE’S BENEFIT BY: • Receiving effective and timely advice, counselling and support. • Feeling understood and appreciated as valued employees. • Easing the burden on colleagues or the development of a dysfunctional workplace culture. • Reduce the incidence of harassment, bullying and other inappropriate workplace behaviours.

35. REFERRALS FOR SPECIALIST ISSUES A good EAP Provider maintains a strong professional referral database to ensure people are provided with independent, professional assistance, when the counselling extends beyond the scope of the EAP.

36. WHAT IS A CRITICAL INCIDENT? “Traumatic events are those events which lie outside the range normally experienced by people” Trauma comes from the Greek word, “hurt”.

37. WHAT IS A WORKPLACE CRITICAL INCIDENT? • Traumatic workplace incidents are incidents which arise within, or are associated with, the workplace where: • people are exposed to serious injury or death • the individual’s physical or psychological safety isthreatened • threatened with death • become aware of a traumatic incident affecting someone else • the event(s), as experienced, lie outside normal expectations • the event(s) challenges an individual’s normal coping mechanisms

38. SOME EXAMPLES OF CRITICAL INCIDENTS • Verbal abuse and/or physical assault to person or colleague. • Violence in the workplace – prevalent in the Disability Sector. • Serious accident in the workplace. • Sudden and unanticipated death of, or serious injury to, a colleague. • Motor vehicle accident. • Suicide, or attempted suicide, of colleague, family member. • Needle stick injury. • Armed or unarmed hold-ups.

39. SOME EXAMPLES OFCRITICAL INCIDENTS • Learning about a traumatic incident • Natural disasters • Chemical spill • Major fraud • Fire or destruction of the workplace, personal property • Medical emergency • Bomb threat • Hostage situation • Armed or unarmed hold ups • Sabotage and/or arson

40. THE PSYCHOLOGICAL APPARATUS Impacted by Trauma Psyche (Mind) Soma(Body and experience) Social (Community) The connecting/integrating element is COMMUNICATION

41. TYPES OF EVENTS TRAUMA – wound, damage, injury CRITICAL INCIDENTSTRESS – high demand, dislocations, disruption STRESS – demand, over-performance, compromise CRISIS – sudden, reversible disruption BURNOUT – irreversible exhaustion of capacity Dr Rob Gordon

42. THE WORKPLACE • A Community – organic, systemic whole • Social structure, roles, relationships • Accountability, distributed responsibilities • Informal social system maintained by the formal structure but carries: • Emotional attachments • Value laden communication • Social reference groups • Security • Identity • Dr Rob Gordon

43. CHARACTERISTICS OF A TRAUMATIC EVENT • High threat (self or other) • High arousal (adrenalin) • “Emergency Mode” modified priorities for survival • Disruption of normal routine and social structure Dr Rob Gordon

44. TWO FORMS OF INJURY IN TRAUMA • IMPACT (Inevitable) • Threat • Horror • Injury • Arousal • Sensory overload • Dissociation • Hyper-emotion • Unreality • AFTERMATH (Preventable) • Disconnection • No Normality • Continuing threat • Social Isolation • Misunderstanding • Judgements • Identity Loss • Continuing trauma state Preventable Aftermath Injuries convert recoverable impacts into chronic or long-lasting (2+ years) disabilities. Dr Rob Gordon

45. DIMENSIONS OF TRAUMATIC INJURY • Continuing threatening input (intrusive sensory memories, continuing obsessive fantasies). • Continuing high arousal. • Numbing and disconnection from self and experience. • Social dislocation and disruption (occupation, relationships and family). • (Criteria for PTSD) • Dr Rob Gordon

46. DIMENSIONS OF TRAUMA IMPACT • SOMA: Arousal, Shock – High arousal, disruption of capacity for regulating physical states, disorganisation, primitive emotions, numbness, emotional scarring. • PSYCHE:Misperceptions, misjudgements – emotionally driven thinking and conclusions, changes in assumptions and loss of self. Damage to expectations, trust, human nature, self efficacy, reordering of values and priorities, “Hot Cognitions”. • SOCIAL: Loss of connectedness – Social roles, membership of community and culture, interpersonal expectations, debonding from relationships, communication, rapport and empathy. Cannot relate, loss of capacity to interact, loss of common reality, egocentric, disillusioned, cynical. Dr Rob Gordon

47. HOW THE TRAUMA MANAGEMENT SERVICE WORKS • Initial notification by Manager, Safety Coordinator, OH&S, HR or Senior Manager • Counsellor(s) placed on standby • Immediate telephone defusing and counselling following the incident • Onsite counselling as required and within negotiated timeframe

48. HOW THE TRAUMA MANAGEMENTSERVICE WORKS • Management consultation, liaison and coaching • Psychological first aid and follow up trauma counselling within 48 hours • Monitoring until the person has successfully returned to work • Ongoing treatment as required • Referral by authorised management only

49. EMPLOYEE ASSISTANCE PROGRAM BRIEFING Partnership in achieving individual & organisational wellbeing and performance

50. Opportunity for Questions and Discussion