On 14 July 2015, Russell Kennedy lawyers published an article “10 better questions organisations should be asking about workplace bullying”. The article is a great example of the type of advice about workplace bullying that lawyers provide to companies. It is good advice but is limited by the legal process.
Here are my alternate, or complementary, 10 questions for an organisation to ask about workplace bullying, in no particular order:
Consulting firm Deloittes recently announced the merging of its occupational health and safety (OHS) and sustainability sectors in order to provide better customer services. In the article Deloittes says about the importance of workplace mental health:
“Given that one in six working age Australians live with mental illness including depression, that is costing Australian businesses at least $11 billion dollars each year, this is a growing area“.
But the source of this statement is unclear and this lack of clarity may be contributing to some of the inexactitudes in the mental health/wellbeing debate. Continue reading “Inexactitudes could lead to OHS myths”
Part of the core duties of any occupational health and safety (OHS) regulator is the production of data. Recently Safe Work Australia (SWA) released its “Key Work Health and Safety Statistics” for 2015 and given the amount of media attention on workplace mental health, one would expect mental health to be one of the key statistics. It’s not.
In fact mental health is referenced only once in the document on page 28. The table states that for the decade of 2000-2001 to 2010-2011
“mental disorders…did not display a clear overall trend of increase or decrease”.
This is significant in the context of workplace mental health reporting. Is the reported increase in workplace mental health a myth? Safe Work Australia’s statistics seems to support this.
There is a clear link between the modern take on occupational health and safety (which includes psychosocial health) and productivity. However, there are seriously mixed messages coming from the Productivity Commission (PC) in its current inquiry into Australia’s Workplace Relations Framework.
In Senate Estimates on 3 June 2014 (draft Hansard), the Chair of the Productivity Commission, Peter Harris, and Assistant Commissioner, Ralph Lattimore, briefly discussed OHS. Harris acknowledged that some of the submissions to the current inquiry discussed OHS matters (page 65) but Lattimore stated:
“….we did say that we would quarantine the inquiry away from workforce health and safety issues unless they were directly related to, say, enterprise bargaining or some feature of the relationship between employers and employees. We were aware of the large amount of regulation in that area, and we were not planning to revisit that.”
Victoria’s Premier Daniel Andrews is involved in a, currently minor, political drama after he decided to stand down his Small Business Minister, Adem Somyurek, after allegations of workplace bullying. The drama is in its early days but some of the decisions and media comments are worthy of analysis, particularly as Premier Andrews seems to be avoiding using the term, workplace bullying.
The facts seem to be that the Minister’s Chief of Staff, Dimity Paul, complained to the Premier about Somyurek’s “intimidating, aggressive and threatening” behaviour. The Premier stood the Minister down after a formal complaint was made to the Department of Premier and Cabinet which has generated an investigation.
This allegation has a lot of political connections as described in an article in The Age newspaper written by Farrah Tomazin, but there is little doubt that the allegation comes under the definition of workplace bullying as there have been mentions of a “pattern of behaviour” by the Minister. Tomazin wrote
“The alleged misconduct …. is said to have taken place over the past few months, and relates to a number of employees in his ministerial office…”
One of the professional disciplines that has had the biggest impact on occupational health and safety (OHS) management in Australia has been sociology but that influence seems to be waning as it fails to compete with the managerial imperative of short-termism and the quick fix.
This demand for a quick fix is partly a result of the increased sensitivity to reputational damage of both the organisation and the executive. This can be seen by the increasing attention to apparent solutions to safety problems of the individual worker, for instance, resilience training which is primarily about the individual toughening up. Neuroplasticity has entered OHS by saying that the individual can reconfigure their brain to, somehow, work more safely. Of course, the ultimate short-term solution to most workplace problems has existed for years – sack the worker.
All of this denies the organisational influence on workers, managers and executives because organisational change is hard and it takes time, both are challenges that do not fit with modern expectations of business.
One of the clearest examples of the inability or unwillingness of executives to improve OHS through organisational change is the management of
The Victorian commemoration of International Workers Memorial Day has held on28 April 2015 and was a major improvement on previous memorials. The politics was muted by the speakers. There was no tray truck of angry unionists yelling through tannoys and heading off half way through the event to a protest rally that they see as more important than remembering the dead. There was a good level of dignity and solemnity …… finally.
Vic Minister Robin Scott speaking at workers memorial. #ohs #IWMD15 pic.twitter.com/sMrPKw9P20
— Kevin Jones (@SafetyOz) April 28, 2015
Continue reading “Dignity and solemnity at Workers’ Memorial Day”