depression – Page 33 – SafetyAtWorkBlog

Australia’s “Find a Psychologist” directory

Several OHS regulators in Australia, OHS professional associations and trade union have directories for OHS advisers. Most of them are in the traditional OHS areas of guarding, engineering, chemical safety….. Psychosocial issues such as work stress or workplace bullying haven’t featured as much.

The Australian Psychological Society (APS) has a very good searchable directory for its members. The search results provide a brief table of those psychologists for the subject area in your region with a good amount of information on individual listings on the click-through.

A great feature is to locate someone within a radius of one’s town or suburb. The Society has thought about the geography if Australia by including a 200 kilometre radius option.

On a brief search for psychologists who specialise in work stress or workplace bullying, the large Australian capital cities had plenty of listings. Darwin came up empty as did Cairns, Alice Springs and Broom but these are remote locations and there may be psychologists in those areas who could provide assistance on workplace psychosocial issues, just not as specialists.

The “Find a Psychologist” directory is very easy to use and could be used by other member organisations as a template for their own databases. The APS website should be flagged by Australian OHS professionals who need he services of psychologists for workplace psychosocial assistance.

Kevin Jones

New Work/Life Research

There seems to be new institutes and academic schools popping up regularly over research into the issue of work/life balance. Recently one of the oldest and most prominent of the institutes, the Centre for Work + Life at the University of South Australia, released new research data.

The latest Australian Work and Life Index (AWALI) was released in late July 2009. The executive summary identifies several important issues relevant to OHS:

“Three years of data about work-life interference in Australia tell us that many employees experience frequent interference from work in their personal, home and community lives, many feel overloaded at work and feelings of time pressure are also common and growing.”

“Work hours are central to work-life interference….. Many Australians are a long way from their preferred working hours and the 2008/09 economic downturn has not made any difference to the incidence of this mismatch.”

The work by Barbara Pocock and others at the Centre is characterised by recommendations for improvements rather than simply describing a situation. In this data the researchers say

“Our AWALI reports over the past three years suggest that employers and public policy makers can help workers deal with work-life pressures. This involves improving the quality of supervision and workplace culture, controlling workloads, designing ‘do-able’ jobs, reducing long working hours and work-related commuting, increasing employee-centered flexibility and options for permanent part-time work, improving the fit between actual and preferred hours and increasing care supports.”

It is obvious from these comments that OHS professionals need to work hard on these matters to create, or maintain, their workplace safety cultures.

Kevin Jones

Absence management data misses the OHS mark

Managing workplace absenteeism often ignores the OHS issues that are integral to the issue.

On 20 July 2009 the Chartered Institute of Personnel and Development released its findings on the issue in its annual Absence Management Survey.

The media statement identifies the reasons for short- and long-term absences.

“The main causes of short-term absence are minor illnesses such as colds and flu, stress and musculoskeletal conditions

The main causes of long-term absence are acute medical conditions, stress and mental health conditions and musculoskeletal conditions and back pain.”

However, the media statement identifies no measures to counter these workplace hazards, preferring to focus on ancillary factors such as job security.

Willmott focuses on a comparison between absenteeism in the public and private sectors. The difference is statistically interesting, perhaps, but does not address the causes of absenteeism.

Willmot also illustrates the dominant HR position on absenteeism.

“Effective absence management involves finding a balance between providing support to help employees with health problems stay in and return to work and taking consistent and firm action against employees that try and take advantage of organisations’ occupational sick pay schemes.”

This manages the effect of the problem but not the problem itself which CIPD’s own research has identified as musculoskeletal conditions, stress, mental health and, to a lesser extent, colds and flu.

The comments by the Senior Public Policy Adviser for the CIPD, BenWillmott, are a good example of how some human resources or management organisations miss the health and safety element.

The CIPD does acknowledge the importance of workplace health and safety as illustrated by its reply to the Health & Safety Executive’s draft strategy. It also says in the Absence Management Survey that, in the return-to-work context:

“The involvement of occupational health professionals is identified as the most effective approach for managing long-term absence…”

However even though it sees itself as the “professional and accreditation body for the UK HR profession [which represents] over 130,000 HR professionals at every level of business and in every sector”, it hesitates to take a leadership role in health and safety. It’s a pity because applying the apparent professionalism of the Institute and its membership strength to OHS could achieve great social and business efficiencies.

For those wanting to look at comparison data, CIPD makes available its previous surveys for download.

Kevin Jones

Maintain instead of repair

Every country has its share of high-fliers who “burn out”. Many fade away from the public eye with their careers over. Frequently this path to wealth and prominence is not perceived as a workplace health or safety matter. Some people decide that the health trade-off of multi-million dollar salaries is worth it.

Sadly the psychological reality of this personal decision is often masked by clichés. Frequently, executives say that a major motivation for their decision is “to spend more time with my family”. Many executives may believe this to be a major part of their decision, but regrettably, this worthy sentiment has become a cliché – the equivalent of a beauty pageant winner working toward “world peace”.

The family-time phrase/reason/excuse signifies an important element of the executive’s personality. They were willing to sacrifice decades of their relationship with their partner and to be absent from the development of their children for money.

If any of these departing executives use the family-time phrase in the same departure speech or media exit-interview as regaining “control of their lives” to “re-engage with the most important people in my life”, ask the executives, or politicians, “how do you justify ignoring your family over your career?”.

In some cases one could be more specific. “Do you think that your multi-million career was related to your daughter’s persistent attempts to kill herself?” “After being absent so frequently and for so long, are you still justified in describing your marriage as a loving relationship, or your partner as your ‘soulmate’?” “Was your million-dollar salary really worth it?”

Int he wake of the self-generated corporate financial crisis, some corporate executives are re-examining their ethics and morality. Not enough are going through this but it’s a start. Most say they operate for the benefit of shareholders but they cannot deny the reality of massive remuneration for their efforts. What they are ignoring is the individual cost to their loved ones of these efforts.

Should we look up to the billionaires who sacrifice the wellbeing of others they say they love to chase the dollar? Are these the paragons of our society?

People are trying to maintain or establish a work/life balance. (There are several articles at SafetyAtWorkBlog that report on this movement.) But the reality is that to achieve a work/life balance, one must be prepared to sacrifice income. This may involve the necessity of achieving a certain stage in one’s career that is not the top, but still a position of value in the company and, equally important, of value to one’s family and even one’s own psychological well-being. If one’s colleagues fail to understand this decision, the workplace culture is faulty, and probably irreparable.

If the ultimate ideal is to have a happy, functional, and sustainable community, one must examine one’s own motivations, and one’s own personal priorities. Everyone must consider whether we want to emulate those who sacrifice their family’s welfare for money or whether we support those who rebut the “glory of the high-achiever” and emulate those who love their family enough to spend time with them through their career. Maintenance is easier than repair in life as in safety management.

Kevin Jones

Worker health continues to get government support

Just because Victoria’s WorkHealth program is not functioning anywhere near its initial intention, it does not mean that the issue of workers’ poor health is being ignored. In mid-June 2009, Australia’s federal government announced a targeted program called the Tradies Tune-Up.

The funding for this program is very modest in comparison with WorkHealth’s proposed riches. According to a media statement, the government is allocating $A219,500 to “monitor and check on the health of building and construction workers.” This sector was chosen because statistics show

“…that men working in manual occupations, like construction, have higher mortality rates, disability and serious chronic disease than other professions. Statistically, they are also at greater risk of self-harm and suicide.”

This program has a greater opportunity for success as it is coordinated through OzHelp Foundation, a partnership between the ACT branches of the Master Builders Association and the Construction, Forestry, Mining and Energy Union. The construction unions, to the knowledge of SafetyAtWorkBlog, have always had strong mental health and wellbeing support programs, often run through chaplaincies, a much neglected form of employee assistance program.

As has occurred elsewhere in Australian workplace services, the program will operate with the support of a mobile assessment vans. The program will have

“a specially equipped van and accompanying health staff including a registered nurse will set-up ‘pit-stops’ at construction and building sites testing workers in 20 minute sessions on their levels of cholesterol, blood pressure, blood glucose and waist size.”

The government has also committed to develop a National Men’s Health Policy to be finalised later this year.

Health assessment programs that go to the workplace and, importantly, have the support of the union movement have a good chance of success but that success is not just the number of visits. They must have tangible health improvements to the workers.

Also assessments are not enough to simply inform someone they are fat and unhealthy. There must be a support program for health improvement and the reduction of unhealthy distractions.

OzHelp should not be seen as a Rudd government initiative or only something that can thrive under a sympathetic Labour government. The foundation has existed for almost five years as can be seen by this media statement.

Such programs also must operate with specific performance benchmarks. Currently there is no information available about program benchmarks or what timeline is being applied to the program. As the program is receiving government funding, it may be necessary to await for department annual reports, if this type of program is reported at all.

Kevin Jones

Prophet and Loss – review

I bought tickets to the Jane Woollard play Prophet & Loss in almost total ignorance of the play and, as a result, sat in the old church on a cold Winter’s night wondering what I was in for. The program was detailed but I hadn’t time to read it. I knew the play was about issues related to workplace death. That’s the “loss”. The “prophet” was Isaiah and that was the element that I could not understand without later reflection.

However, finding out about Isaiah could wait till we got home and then we could research a further dimension to what we saw. The stories that told of the impact of workplace fatalities on families and workmates were compelling although a couple were familiar to me. They told of bureaucratic confusion, the disinterest of insurance company call centre staff, the psychological legacy of a traumatic death and the inability to understand the survivor experience without having experienced it firsthand.

The venue was small but high and so the actors were close and the pain and grief was well presented. All of the actors were very good even though I was sure I had seen one of them before somewhere. It wasn’t till I looked at the program that the actor who looked like Helen Morse was indeed Helen Morse.

The stories’ subjects were frustrating and bleak, there is little opportunity for humour on this topic, but there was opportunity for theatricality and motion. Fanny Hanusin broke the rhythm with her portrayal of Merpati who was hyperventilating in panic over the lack of understanding of her situation. As Glynis Angell, the grief counsellor, Merrilyn, began breathing slowly to decrease Merpati’s panic, most of the audience were breath along.

All of the actors interchanged roles, with each taking a turn as an overcoated Isaiah writing on the wall and speaking ancient Hebrew (I later found out). The role changes worked well on reflection but I could not work out the thematic structure of the play until three-quarters in. The different outfits, the stories, Isaiah, were all confusing because the pairing of the characters with the stories took too long to establish. I am not a great wearer of hats but the different characters could have been more readily identified by the audience with hats, as well as the changing of clothing. Hats are more visible and illustrate different identities more clearly. It may have shortened my confusion.

What differentiated this play from a series of monologues, given that I didn’t understand the Isaiah context, was the music. The soloist, Deborah Kayser, the seraphim, sang beautifully and the acoustics of the venue were ideal although the 13^th century language was totally lost on me. (A sample of Kayser’s singing can be heard online) I have never heard a double bass played to such beautiful effect as was played by Nick Tsiavos. The depth of sound from a bow on bass could be felt in one’s chest and how he was able to pluck and stroke those strings at the same time was a mystery until he came into the light in the second half.

Kayser and Tsiavos, the seraphim, were a musical Greek chorus to the tales of grief and frustration. This role was perhaps emphasized by their wings which were effective but initially confusing. Kayser introduced the play in character with words that were cryptic but set the tone for the play.

The staging was effective in its industrial appeal and the use of 44-gallon drums as props and seats worked. Early on the actors slowly rotated these drums to provide a chilling sound which I was hoping for more of throughout the play.

Each character laid out the clothes or uniform of their deceased loved one through the play, providing a useful personal profile that complemented each story. I recall one character had worn her partner’s clothes for three days in a grieving intimacy. She would only relinquish the clothes when they no longer smelt of her partner but now of her.

The play was being performed at the Centre for Theology and Ministry near the University of Melbourne for a limited season and as a lead-in to a major theological conference. The play was supported by the Creative Ministries Network that provides a counselling service for those affected by workplace fatalities.

Prophet & Loss could travel well with its combination of an occupational/social theme, beautiful music and faith. Please look out for it.

Kevin Jones

Resilience, stress and safety management

The July 25 2007 SafetyAtWork podcast is now available for download. It includes an interview with Michael Licenblat where we discuss the psychological approach to individuals taking control of their own safety, the benefits of wellbeing programs and the changing workplace.

On listening back to the podcast today, I was struck by several issues he raises:

Michael is one of the few wellbeing gurus who directly link the management of stress to the productivity of the worker. He displays more awareness than many others of the “proactive” OHS context of this approach to human capital.
He discusses why it is difficult for all of us to say no to some work tasks, even if the task is high risk and may injure ourselves and others.
He states two core elements of workplace cultures that seem to revolve around the established OHS obligation of consultation. Perhaps OHS managers can become real agents of change by cranking up consultation.

Kevin Jones

Category: depression

Australia’s “Find a Psychologist” directory

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New Work/Life Research

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Absence management data misses the OHS mark

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Maintain instead of repair

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Worker health continues to get government support

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Prophet and Loss – review

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Resilience, stress and safety management

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