The Four Corners television episode “Health Hazard” exposed catastrophic failures in Australia’s health care system, particularly in regional and rural hospitals where patients have died or been permanently disabled due to medical mistakes. The TV report by Louise Milligan, which aired 9th September 2019 on the ABC, revealed under-resourced regional hospitals with staff run off their feet and grave concerns for clinical governance and patient safety. “I spoke to the general manager, I said that I was concerned about the culture in the department, that staff weren't listening, and I felt that if we didn't try and change this culture, there could be a catastrophic event.” - Max McLean (Former Nursing Manager, Broken Hill Base Hospital) The alarming statistics and heartbreaking stories revealed in this program leave many of us wanting to know what is being done to fix the problem. “The one thing we can do, if we can't have more people and more resources, is to try and look at how we do it and put in place exacting protocols and check lists and drill people in these, and support each other, and say speak up when you see something that isn't what it should be." - Dr Gabriel Khouri (General Practitioner Anesthetist, former Director of Critical Care, Bega Hospital) Attending to the workplace culture should be a regular part of every organisation’s risk management plan. Regional hospitals in Australia can start by undertaking a workplace cultural review, which is a proactive process designed to understand the values, beliefs, attitudes, and behaviours shared by the staff. This information can be the catalyst for change. ​ When structural or cultural change is needed in a high-pressure workplace such as a hospital or an emergency department, this can be very challenging for leadership and all members of staff. Doing nothing can have severe consequences and is not an option. WorkPlacePLUS has a team of HR consultants who are experienced at facilitating cultural reviews , strategic planning and organisational change in hospitals and healthcare settings. For more information, please contact us today.

The 3 Arms of Conflict Resolution The phrase “toxic workplace culture” continues to emerge in current affairs. It is always concerning to see cases where Directors and Management have allowed workplace issues to escalate to the point where their “toxic” workplace culture makes headlines. The key to dealing appropriately with conflict or grievances in the workplace is to address the issues immediately rather than do nothing and hope it resolves itself. To accomplish this, leaders and managers need the emotional intelligence and communication skills to recognise that something isn’t right and try to find out what’s going on. Unfortunately, managers and supervisors are often ill-equipped to handle conflict in the workplace. Sometimes the manager or supervisor may be seen as having a bias. In these cases, it is best practice for the employer to seek independent assistance to investigate the possible issues. There are three main phases of conflict resolution in the workplace: 1. Investigation When an employer receives a verbal or written complaint, for example an allegation of bullying or harassment, they are obliged to investigate the issue to determine what actually happened and whether a breach has occurred. An independent workplace investigator brings unbiased investigative expertise and can recommend a plan for continuous improvement. 2. Mediation / Intervention / Group Facilitation Mediation creates a safe space for people to delve into the deeper issues and navigate towards a resolution. An experienced mediator is able to identify where relationships have an undercurrent, or when particular issues need to be discussed. Group facilitation is particularly useful when there are issues or underlying conflict within a team of employees. 3. Communication, Training & Development This third phase of conflict resolution is essential for creating a sustainable culture shift within your organisation. Effective communication and management skills can be learned and developed with the proper tools and training. In addition to improving their communication skills, managers need to stay up to date with legal requirements around handling grievances, discrimination, bullying and harassment and creating a safe working environment. All employees should receive regular training on organisational values and appropriate workplace conduct. WorkPlacePLUS has a qualified team of consultants with extensive experience in conducting unbiased evidence based workplace investigations. To help you resolve complex workplace issues, WorkPlacePLUS provides mediation services with a commitment to continuous improvement and strengthening teams. Our skilled mediators are certified to perform court-mandated mediation under the National Mediation Accreditation System. For more information, please contact us today.

The R U OK campaign encourages us to check in on people who may be struggling with life and help them feel connected long before they even think about suicide. It all comes down to regular, face-to-face, meaningful conversations about life. And asking “Are you ok?” is a great place to start. In a professional environment, depending on your workplace culture, it may not be common practice to discuss personal issues with your colleagues or staff. But if you notice that someone seems to be out-of-sorts or struggling in some way, offering your support and asking “Are you okay?” could make an important difference to that person. The significant challenges and difficult circumstances we have all faced over the past few years amplify the importance of staying connected and being as supportive as we can to the people in our lives. You don’t have to be an expert to keep the conversation going when someone says they’re not OK. By knowing what to say you can help someone feel supported and access appropriate help long before they’re in crisis, which can make a really positive difference to their life. However, when asking “Are you ok?” at work, be prepared to follow up appropriately by knowing what support services and resources are available. If someone confides that they are not okay, and you do nothing about it, you could be found negligent of your duty of care as a manager or employer. Also, when you receive an allegation or complaint regarding a workplace incident, your first response should be to enquire whether your staff member is okay. Bypassing this gesture could again put you at risk of being found negligent of your duty of care. The R U OK? website contains a wealth of information and resources on how to check in with your work colleague who may be struggling, including detailed instructions on how to ask. If they say they are not ok, you can follow the conversation steps in the infographic below to show them they’re supported and help them find strategies to better manage the load. If they are ok, that person will know you’re someone who cares enough to ask. Worried someone might be suicidal? Contact Lifeline for crisis support. If life is in danger, call 000. Dealing with people and managing risks within an organisation can be complex. WorkPlacePLUS provides integrated human resource services including tools for workplace wellness . For more information , please contact us today.

Dear WorkPlacePLUS Community, Throughout the month of October, WorkPlacePLUS has been celebrating a milestone – five years in business! Five years ago, after 20+ years as a senior HR manager, I decided to step out on my own and start an integrated HR consultancy. I knew this was the best way for me to help employers to achieve their goals. For five years, WorkPlacePLUS has been supporting and assisting Australian employers to navigate all the complexities, benefits and risks that go hand in hand with employing staff. And we're still going strong! When I look at how WorkPlacePLUS has grown over the past 5 years, I feel very proud of our hard-working team and the meaningful work that we do. I cannot thank the WorkPlacePLUS team enough for their talent, professionalism and camaraderie. As a part of our birthday celebrations, WorkPlacePLUS hosted a terrific team appreciation day: I would like to extend my very special thanks to our valued clients for supporting WorkPlacePLUS. Many of our clients are not-for-profit organisations dedicated to helping and caring for Australians in need. Some of our clients already have an HR department, but require unbiased support for managing organisational change or resolving conflict. Other clients operate in small teams with limited resources, so they rely on having flexible access to our services. All of our business relationships are built on trust and transparency. Engaging an experienced HR consultant from WorkPlacePLUS has proven to be an effective way for our clients to meet their employer obligations without diverting their team’s focus away from their primary roles. To help mark the occasion of our business birthday, WorkPlacePLUS has launched a video – please check it out (with the sound on) and share it with your colleagues and professional network. I would love to get your feedback! I hope this video might spark some valuable conversations within your workplace. If it’s got you thinking about your own workplace culture, let’s chat. You can reach me on (03) 9492 0958 or via our contact page . Kindest regards, Anna Pannuzzo Director, WorkPlacePLUS

Are you facing workforce challenges? This two-part article is intended to help you build the right team for your organisation. Part One is all about the recruitment phase. Click here to revisit PART ONE: Hiring For Attitude PART TWO: The Probation Period Leaders and managers need to ensure that there are processes in place to increase the possibility of employees succeeding in their roles. The probation period of employment is vital. It provides an opportunity for the employer to assess the suitability of their new employee, and for the new employee to decide if the job is right for them. For managers to get the probation period right, they must set clear expectations and key result areas from day one. These must align with both the position description and the organisational goals and values. Most importantly, with open, honest communication, the manager must be able sit down regularly with staff to communicate and receive feedback on what is happening. For a staff member on probation, managers should meet with them at least monthly during the probation period to assess whether this person fits the culture and is capable of fulfilling their responsibilities. Open, honest dialogue with staff is equally important for supervisors to be able notice emerging issues or unusual behaviours before they escalate. Behavioural/attitudinal factors to note during the probation period: Are they on time? Do they get along with other team members? Do they contribute to meetings? Do they participate? What if it’s not working out? If you find that your new employee does not fit into the company culture and does not have the right attitude, it is advisable to attend to this during their probation period. You have the right to terminate the employment arrangement for any reason during the probationary period, as long as you are being fair and have applied your HR policies and relevant legislation such as discrimination, harassment, etc. However, termination during the probation period should not come as a surprise. It is very poor practice to say nothing for three months while problems or tensions escalate, only to then invite the person to attend a meeting on the last day or two of their probation, where you terminate their employment. Best practice is to establish regular check-ins from the get-go, for feedback and performance management. Make sure you take notes of each meeting. Cultivating Your Workplace Culture As your workforce grows, remember that hiring great attitudes helps to build awesome teams. There are many proactive steps you can take to ensure you are maintaining a positive workplace culture. For more information, training and support, please contact us today.

There are many interrelated factors that contribute to your workplace culture, as I have previously outlined . The biggest risk factor to your workplace culture is inappropriate workplace conduct, such as bullying, harassment and discrimination. Employers and managers are responsible for seeing the red flags and mitigating the risks of inappropriate workplace conduct. WorkPlacePLUS does a lot of work with organisations on respectful workplace relations , so I was very pleased to be able to contribute an article on this topic to the Summer 2019 edition of Fusion Magazine, published by Leading Age Services Australia (LASA). Read our article Respectful Workplace Relations to discover the four red flags of inappropriate conduct > For more information, training and support, please contact us today. TO ACCESS MORE ARTICLES, PODCASTS & VIDEOS, VISIT OUR MEDIA PAGE >

Our 3 top profiling tools and why you should be using them Personality profiling and behavioural science tools are used in the workplace to screen and assess candidates, cultivate top performers and manage, train or coach more effectively, based on behavioural styles. For optimal insight into the people and culture of your workplace, here are our top three profiling tools, which can be either used separately or combined: 1. DISC Behavioural Profiling The DISC behavioural profiling tool is used universally to identify particular behavioural styles and preferred communication styles. It provides data to help you understand your strengths and limitations, and practice behavioural flexibility to bring out the best in communications with other people. Behavioural Styles: D ominance: How we deal with challenges I nfluence: How we deal with people and contacts S teadiness: How we deal with pace and consistency C ompliance: How we deal with constraints and procedures Your CEO may be a busy, fast-paced, "D" personality type who needs you to be very direct in your communication style, whereas a colleague with more of stabilising, quiet, "S" energy may need to ease into a communication or be given time and space to reflect before responding. Using DISC profiling to better understand yourself and others, empowers you to choose and practice the most effective style of behaviour and communication for any given situation. When putting a team together, your ability to read or assess other people’s preferred styles can help you achieve the right balance and diversity for optimal teamwork and productivity. 2. Workplace Motivational Profiling This profiling is based on the theory that there are six potential attitudes or motivators that drive people towards action in the workplace: Theoretical: driven by truth Utilitarian: driven by return-on-investment Aesthetic: driven by beauty and harmony Social: driven by peace and justice Individualistic: driven by leadership Traditional: driven by higher purpose Motivators are strongly linked to people’s values, so these can potentially cause conflict within groups. Within a group of people, if you share common motivators, you will tend to get on really well, but if you have polar opposite motivators, you might find that you clash. Motivational profiling is therefore an invaluable tool for effective team structuring, managing, problem solving and conflict resolution. 3. EQ Emotional Intelligence Profiling EQ profiling focuses on the five pillars of emotional intelligence that reflect your ability to not only understand yourself and others, but to apply that insight to the way you operate and interact. The Five Pillars of Emotional Intelligence: Self Awareness: Awareness of your own moods, emotions, motivators and impact Self Regulation: Ability to control your mood, suspend judgement and think before acting Motivation: Drive to pursue your goals with passion, purpose and persistence Empathy: Awareness of, and acting respectfully towards, other people’s emotions Social Skills: Proficiency in managing relationships, networking and building rapport You may have a high dimension of self awareness but not necessarily have empathy with other people or understand why they do what they do. Or you may be highly motivated but lacking in social skills. EQ profiling allows you to recognise where you may need to develop your competencies, so you can build your EQ, which is one of the most sought after leadership skills. What are the benefits of behavioural, motivational and EQ profiling? For directors, managers and emerging leaders within your organisation, there are many benefits to being able to measure, analyse and understand your own strengths and limitations, as well as those of your team members. These include: Staff engagement and an awareness of each person’s unique value within in the group. Leadership development , individual self-reflection and the opportunity to be coached, using an action plan that is tailored to the individual’s role. Decoding communication issues within an organisation, which is a proactive approach conflict resolution. Behavioural flexibility , gained by the awareness and practice of different communication styles, allowing you to communicate appropriately and effectively with different personality types. Diversity and organisational change , creating or restructuring teams with a balance of different behavioural strengths and energies for an optimally productive and functional workplace culture. Combined group profiling with individual debriefing , allowing leaders to strategically analyse and improve their management styles and empowering teams to understand and leverage their group dynamic. Complex people issues are often caused by differing personalities and communication styles. WorkPlacePLUS offers a range of behavioural profiling services to assist with communication issues, team building and performance management within your organisation. Our executive coaching, professional training programs and conflict resolution services can incorporate behavioural profiling as an effective measurement tool for improving management styles, boosting productivity and cultivating a harmonious workplace environment. Read Building pathways to great leadership > For more information, please contact us today.

Workplace misconduct is a critical issue in Australia workplaces. From the Respect at Work and Set the Standard reports , to current media reports of workplace bullying and sexual harassment, the message is clear: It’s crucial that employers closely examine their workplace culture and implement effective measures to prevent and address serious incidents in the workplace. The Set the Standards report recommends that five key elements should be considered in order to foster a respectful workplace. These can be summarised as: Committed, accountable leadership Gender diversity, equality and inclusion Consistent HR policies and processes including a code of conduct and ethics Independent, unbiased systems of reporting and investigating incidents Proactive risk mitigation to protect staff health, safety and wellbeing In January 2021, Safe Work Australia released national guidance materials on preventing workplace sexual harassment. These resources support employers to meet their WHS duties with practical steps to manage the risks of sexual, violence and aggression in the workplace, including gendered violence, as well as information on how to provide support and a safe environment for workers affected by domestic and family violence. The two overall keys to preventing serious workplace incidents are: Reviewing the workplace systems and culture to identify the hazards and risks, and Ensuring effective control measures. There are many potential control measures that can be considered. According to Safe Work Australia, these can be narrowed down to: Physical work environment and security Safe work systems and procedures Workplace policies, including a code of conduct and ethics Considering and preventing third-party harassment and risks outside the workplace Addressing unwanted, offensive or inappropriate behaviour early Encouraging the reporting of sexual harassment Information, instruction, training and supervision Ongoing risk management by reviewing the control measures The four overall keys to responding to serious workplace incidents are: Following the organisation’s process for managing complaints, which should include being respectful, taking matters seriously and practicing procedural fairness Following the organisation’s disciplinary process where appropriate Providing support e.g. access to an employee assistance program Ongoing risk management by reviewing the control measures Serious workplace incidents should always take urgent priority for a manager or supervisor. Unfortunately, not all employers can afford to redirect their leadership staff away from their day-to-day operations. WorkPlacePLUS supports organisations to prevent and respond to serious workplace incidents, with services such as tools for resolving workplace conflict , Respect@Work risk assessments , training and development programs and more. For more information, please contact us today.

When iPhones and smartphones were launched, this transformed the way we relate to our mobiles and catalysed a significant shift in workplace culture. Nowadays, employees feel increasingly compelled to check their messages, emails and social media accounts. What is your organisation’s policy on staff usage of personal mobile devices? Corporate cultures have adapted to accept and even encourage smartphone usage in the workplace. A study on this topic suggests that “using Smartphones in the workplace can be valuable in three ways: promoting autonomy, strengthening relationships with peers as well as superiors, and improving knowledge-sharing.” [1] In the Health and Disability sectors, however, staff usage of personal mobile devices during working hours may be problematic. In most hospitals, for example, visitors are encouraged to turn off their mobile phones “so they do not interfere with the operation of medical equipment or disturb others” [2] yet hospital staff are noticeably checking their mobile phones at work. Even though many health-related apps are intended specifically for use by health care professionals, a study assessing smartphone usage in healthcare settings found that distractions caused by smartphones have been associated with an increase in procedural failures and clinical errors, as well as a perception of unprofessional behaviours and worsening of professional relationships. [3] In industries where client-centred care and customer service values are paramount, how should managers address this issue? Here are 3 steps to addressing mobile phones in the workplace: 1. Clarify your organisational values and workplace boundaries. What are your client-care standards and expectations? What factors contribute to a secure environment for both clients and staff? 2. Create a new smartphone usage policy, or update your existing policy. Should staff only be allowed to access their mobile phones in designated areas at designated break times? What are the exceptions? What are the consequences of non-compliance? 3. Communicate your updated policies and consequences clearly and respectfully with your staff. Take the opportunity to instil organisational values and address any questions or concerns that employees may have. It is important to continuously review your workplace practices to ensure that you are keeping up with cultural or legislative changes. Read about the must-have policies and checklists for your workplace > For more information and professional advice, please contact us today. 1. Pitichat, Thiraput (2013) "Smartphones in the workplace: Changing organizational behavior, transforming the future," LUX: A Journal of Transdisciplinary Writing and Research from Claremont Graduate University: Vol. 3: Iss. 1, Article 13. Available at: http://scholarship.claremont.edu/lux/vol3/iss1/13 2. https://www.alfredhealth.org.au/patients-families-friends/before-you-arrive/facilities-services-at-sandringham-hospital and http://www.monashhealth.org/page/Can_I_use_my_mobile_phone_whilst_staying_or_visiting_Southern_Health 3. Gill, P. S., Kamath, A., & Gill, T. S. (2012). “Distraction: an assessment of smartphone usage in health care work settings.” Risk Management and Healthcare Policy, 5, 105–114. Available at: http://doi.org/10.2147/RMHP.S34813

By Anna Pannuzzo, WorkPlacePLUS An extended version of this article was originally published in Speak Out Magazine Proper handling of workplace issues “Procedural fairness” is the best practice way of handling workplace conflict. Following procedural fairness is not only ethical, it also helps mitigate business risk. The Courts, WorkCover and tribunals such as the Fair Work Commission will look more favourably upon an employer who has tried to follow best practice standards, such as procedural fairness, when addressing workplace issues and employment matters. Key elements of procedural fairness for workplace issues: ➤ Take staff seriously – respect their questions, concerns, complaints or feedback. ➤ Respond in a timely manner – always address issues without delay, never ignore workplace issues. ➤ Investigate any allegations, concerns or assumptions – do your due diligence, engage in fact-finding, collect evidence, take notes. ➤ Treat the investigation fairly and confidentially – follow the rules of evidence such as relevance and accuracy, and try to remain objective. In some cases, an independent investigator is the best option. ➤ Schedule a meeting and give the employee a chance to prepare – when planning to discuss an important matter, give plenty of prior notice and be transparent about the reason for meeting. Employees must be told about the issue or concern and be given enough information to be able to participate meaningfully in the discussion and decision-making process. ➤ Offer the option of bringing a support person – employees have a right to bring a support person to the meeting e.g. a friend, relative or colleague. ➤ Explain any concerns to the employee – without making accusations or assumptions. ➤ Offer time to respond – employees have a right to respond and to voice their concerns, but they also have the right to take some time to consider their response. ➤ Provide a timeframe for any decisions – discuss and agree on the next steps, which may include scheduling a follow up meeting, investigating further or explaining what’s involved in a performance management process. It is important that employers take care of their employees and comply with their own HR policies and processes, such as their Complaints & Grievances Policy, Performance Management Policy and Code of Conduct & Ethics. Reviewing and revising the key elements of procedural fairness will further support employers to make best practice decisions when issues or concerns arise. For more information , please contact us today.

Are you facing workforce challenges? This two-part article is intended to help you build the right team for your organisation. PART ONE: Choosing Wisely It should go without saying that employing the right team is paramount to the success of your organisation. If you get it right, the result is a harmonious workplace, a high-performing team and most importantly, satisfied clients who are respected and well cared-for. If you get it wrong, the risks and potential consequences can be a nightmare. At best, you may have to deal with low productivity and a toxic workplace culture. At worst, you could face serious complaints and penalties, while jeopardising the safety of your clients and staff. Employers have two important windows of opportunity to hire the right people: The recruitment phase and the probation period. The Recruitment Phase Before you take on a new employee, you should clarify your employment obligations ahead of time, including all of the details related to the job description, employment contracts, policies, procedures and job training. Once you’ve narrowed down your candidates, how do you choose the right person for your team? Hiring For Attitude The most important factor to consider when recruiting a new employee is not qualifications or even shared values. The key to successful recruitment and retention of awesome team members is recruiting for the right ATTITUDE. Conflict within the workplace can be caused by a bad attitude towards clients, the employer or other staff. When recruiting new staff and putting a team together, your ability to read or assess other people’s attitude, personality, motivators and preferred communication styles will help you achieve the right balance and diversity for optimal teamwork and productivity. There are behavioural science tools available, such as personality profiling, that can help screen and assess candidates. Your successful candidate will most likely already have the pre-requisite skills to do the job, and hopefully they have impressed you with their keen and positive attitude towards the job. The first few weeks of employment will determine whether they are a good culture fit for your business! PART TWO of this article discusses the all-important probationary period of employment. Click here to read PART TWO: The Probation Period Cultivating Your Workplace Culture As your workforce grows, remember that hiring great attitudes helps to build awesome teams. There are many proactive steps you can take to ensure you are maintaining a positive workplace culture. For more information, training and support, please contact us today.

Ultimately directors are responsible for the stewardship of the organisation. Dropping the ball by failing to assess and manage organisational risks on a regular basis can result in a range of undesirable consequences such as reputational damage, high leadership turnover, share price decline and potential litigation from various stakeholders, not to mention physical and psychosocial hazards impacting the health and safety of your employees. Management should have effective internal controls such as policies, procedures and systems in place to effectively manage exposure to risk. Such policies and procedures should cover the following: Human Resources – including recruitment policies, conflict of interest, job descriptions, training, performance evaluations, remuneration and disciplinary procedures, investigations of workplace incidents, etc. Risk & Compliance – including regular compliance certifications from responsible officers, breach and incidents registers, risk assessments and rating, etc. Administration & Financial – including job responsibilities, segregation of duties, procedures for key administration activities, reporting relationships, financial authorities and access to assets. Reporting – including regular review of financial and operational reports and controls, preparation responsibility, etc. Systems – including security, system hardware and software, procedures for key activities e.g. procurement, business continuity, etc. The starting point for any organisation is to identify and assess its risk. Generally, the board/ management will conduct a risk assessment to identify the key business risks, assess their probability of occurrence and rate these risks. A risk assessment assists management to focus on the key business risks. It is important for managers to regularly monitor, review these risks and the effectiveness of the internal controls. As a guide, risks can be classified into broad categories, for example: 1. Asset 2. Financial 3. Operational 4. Regulatory/Compliance 5. Reputational For a business with a high reliance and dependency on staff, Human Resources will be a key business risk and most employers would have a range of policies, procedures and systems in place. Employers may also bring in a consultant with subject matter expertise to ensure that they have adequate and effective internal controls. Listed below is a limited selection of internal controls which your organisation may implement for risks associated with Human Resources: Recruitment Policy References to hiring procedures, such as anti-discrimination, legal compliance, police checks, type of employment contracts (full-time, part-time, casual), probationary period if applicable, safety ,induction etc. Remuneration Policy Identifying Fair Work, ordinary pay rates, overtime, time in lieu, providing payslips, submitting withholding tax to the ATO, payment of superannuation, worker compensation, leave and entitlements, etc. Other Human Resources Policies Bullying & Harassment, Workplace Health & Safety, Performance Management, Social Media, Conflict of Interest, Confidentiality, Privacy, Family and Domestic Violence, Ceasing Employment, etc. Read The must-have policies for your workplace  > To ensure the effectiveness of the relevant internal controls, staff need to be aware and regularly trained on the respective of policies, procedures and systems. Compliance with respective legislative requirements should be identified as a regulatory risk for all organisations. For example, the Fair Work Act sets out various obligations for an organisation, such as minimum pay rates, working conditions, unfair dismissal to name a few. In recent times, there have been a number of high profile employers who have received negative media exposure for underpaying staff. This has created a negative impact on their respective reputation, not to mention the potential financial impact. For assistance with your organisation's internal controls, please contact us today.