developing a psychologically healthy workplace ... · identify the fundamental elements of a...

Developing a Psychologically Healthy Workplace: Identifying an Employee in Crisis September 21, 2016 Breakout Session B—10:30 a.m. to 12:00 p.m. Presenters—Rod Hart and Denise Heybrock

Aon Hewitt U.S. Health & Benefits

Aon Hewitt | U.S. Health & Benefits Proprietary & Confidential | INXXO08.PPTX/005-J8-09562 UnitA 09/2016 2

Learning Objectives

Participants attending will...

Identify the fundamental elements of a psychologically healthy workplace environment

Review the essential components of a workplace violence (WV) prevention plan

Discuss how violence has impacted you as a person or as a professional

Be able to detect warning signs of a potentially violent individual in the workplace

Recognize signs of escalating situations and respond with a four-step verbal de-escalation process to interrupt the violence cycle


This Week in the USA…

By 2020, the World Health

Organization says Depression will be

the most costly disease burden in

the world

Nearly 5M workers will miss

work due to stress

3,846,153 workdays will be lost

due to depression

4,903,846 prescriptions for

antidepressants will be issued

791 people will take their

life by suicide

154 are military veterans

765,980 people will visit their

doctor about a mental health

problem

Sources: Centers for Disease Control and Prevention, American Institute of Stress, U.S. Department of Health and Human Services


Facts Continued

Source: Park Dietz, MD, PhD

29 Average age

of generic killer 38

Average age of WV killer

92% of perpetrators

are male

70% of WV

perpetrators are white

#1 controllable attribute is depression, which can usually

be mitigated successfully in

about six weeks


Economic Impacts of Workplace Violence

Source: National Safe Workplace Institute


Emotional Journey to Distress

Positive Relationships

Accomplish- ments

Engaging Interests

Meaning & Purpose

Positive Emotions

Family Demands

Health Challenges

Work Demands

Financial Strain

Unexpected Loss

Be sure the positives outweigh the negatives


Workplace Symptoms Are Only the Tip of the Iceberg


Work Issues • Environmental • Interpersonal • Job-Related

Health Issues • Chronic Disease • Nutrition • Sleeping • Depression

Life Issues • Stress/Emotional • Relationships • Legal/Financial • Addictions

Knowing the source of the problem and

areas to explore allows the

manager/supervisor to determine a

course of action

WHAT YOU SEE

WHAT YOU DON’T SEE

Troubled Employee • Late • Withdrawn • Emotional • Moody • Bullying

• Disrespectful • Passive-Aggressive • Threatening • Full of Rage • Engaged in Theft


Signs of a Struggling Individual

Change in temperament:

irritable, impatient, and/or negative attitude Mood swings

and/or emotional outbursts

Change in work performance

(missed deadlines, low work quality, unorganized)

Withdrawn, absent-minded, or preoccupied

Tardiness and/or absenteeism

Lack of interest in projects/activities normally had taken

pleasure in

Change in weight/ personal hygiene

Many times when an individual is dealing with too much

stress or other emotional health issues, there are some

signs or behavioral changes that begin to surface


Defusing Strategies

Schedule a nonconfrontational discussion with the potential at-risk employee

Reach out to the organization’s Employee Assistance Program (EAP)

Understand your role is not to counsel the employee; know your limits as a manager

Suggest the employee call the EAP for support

Reach out to a colleagues, if appropriate (need to know)

Timely outreach with human resources/senior leadership

If not the direct manager you need to make your concerns known

Err on the side of safety


What Not to Do When Someone Is Struggling

Do not minimize the individual’s feelings or concerns—everyone has a right to their feelings

Do not belittle them or dismiss their feeling by suggesting they do not seem to be stressed or depressed, etc.

Avoid speaking to the person in a patronizing tone of voice, and using overly compassionate looks of concern

Do not trivialize the person’s experience by telling them to get a better attitude or put on a happy face—if it were that simple, they would have done that

Do not try to fix their issues or concerns—do not counsel them—know your limits as a manager, friend, and/or coworker


In-Room Mini Break

Stand tall, stretch and reach…


Ignoring the obvious signs and symptoms

Missteps to Effectively Intervene

Trusting it will self-resolve within the work group

Failing to connect, or eliciting dialogue with the work group

Being unaware an individual is struggling

Intruding without adequate justification

Managing at a distance

Employing a “wait–n-see” approach


Signs of Escalating Violence

History of violent or aggressive behavior History of substance abuse or chemical dependency

Problems in family of origin and/or in childhood (abusive parents, trouble in school, etc.)

Threatening remarks or notes toward other employees

Job insecurity/perceived job insecurity

Verbally abusive

Does not follow organization’s policies and procedures

Destroys or steals organization’s equipment or property

Disrespectful, uncooperative attitude Resentful, cynical, unhappy about life


Defusing Strategies for Manager


Breakout Session Activity

How has workplace violence impacted those in your group, either personally or as a professional?

How does potential violence impact co-workers and clients?

Has your workplace experienced violence? How did your workplace respond?

What alarms you the most about your workplace and the people you see daily?

As a group, process your considerations and observations (10 minutes). Use your newly acquired learning and skillsets to reach consensus on how to diffuse a potentially volatile situation. Document your group’s strategy and designate a spokesperson.

Group report back, dialogue and discussion (10 Minutes).

1

3

5

2

4

6


EAP

Psychologically Healthy Workplace


Organizational Approaches

Build a psychologically healthy workplace

Develop an organizational culture that encourages trust, accountability, and flexibility

Encourage employees to take care of their wellbeing

Mental/emotional, physical, financial, and social needs

Offer benefits and tools to promote a healthy lifestyle and work-life balance

Enforce time-off policies that promote cycles of work and rest/renewal

Encourage workers to take a lunch, leave their desks, and get outside to renew themselves

Establish safe and secure work communities


Motivation/Connection Interventions

Psychologically healthy workplace building blocks

Social support (social interactions, work-life balance, camaraderie vs. competition)

Practice gratitude

Purposeful activity (engagement, empowerment)

Achievement (recognition, life goals)

Growth and development (career opportunities)

Healthy working environment (clutter free, clean air, natural light, free of unnecessary noise, sit/stand desks)


Training and Resources Considerations

Resilience training

Strengths-based approach

Optimism

Effective communication

Stress management skill-building

Mindfulness-based stress reduction (MBSR)

Meditation

Yoga

Employee resources

Rebrand EAP to include outreach

Work Life

Proactive anti-stigma campaigns


Response to Mental Health and Rage

Taking a proactive and pre-emptive stance

General Duty Clause

Require employer-run workplace violence programs; CA, CT, IL, MD, MN, NJ, OR, NY, limited to public employers only.

Reporting of incidents: WA

De-Stigmatization Campaigns

Disaster Planning

Security Audit

Critical Incident Stress Debriefing (CISD)

No Tolerance Policy, Duty to Warn

True or False? 48% of adult Americans blame mass shootings on mental illness issues


Personal Action Plan

Be actively aware of people’s erratic

behaviors

Have confidence to reach out and connect

with struggling individuals

Be comfortable listening and being a trusted resource

Note:

Write them down and commit them

to memory


Questions?

developing a psychologically healthy workplace ... · identify the fundamental elements of a...

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