They impact significantly on the health of individuals and can have significant implications for the health and success of

whole organisations.

 

Overwhelming evidence shows that organisations with a positive workplace culture are flexible, innovative and productive and have high retention rates. Identifying and managing psychosocial hazards through a clever, values-driven management system is the basis of building such workplaces. 

 

This in-depth, evidence-based workshop will help you understand how to design and build a wellbeing system that reduces psychosocial risk and fosters a positive workplace culture and civility in the face of individual and organisational conflict.  

 

Psychosocial risks and work-related stress are among the most challenging issues in occupational health and safety.

Overview

Identifying the

best systems

and strategies

 

Undertaking a thorough diagnostic allows you to see both the macro and micro issues and, therefore, develop a broad organisational strategy that breaks down into individual interventions. Organisational wellbeing is an evidence-based process, so the strategy’s success can be monitored continuously and modified, as required, to have the best outcome. This acquired learning allows the organisation to grow its knowledge of managing psychosocial hazards and become better every day. Conflict, although destructive and hurtful, is a portal for change. It allows the organisation to see its failure and requires it to intervene. But what is the right intervention? This phase examines what are the right interventions and how Systems Theory helps you calibrate the interventions for greatest and most sustainable impact.

Identifying and understanding

the problem

 

Accurately diagnosing and understanding the problem you are facing is where you must start. This involves a diagnostic process of examining a problem based upon common experience of how psychosocial hazards manifest in the workplace. This process helps you identify the drivers of that problem using diagnostic tools embedded within the wellbeing system.

Implementing appropriate systems and strategies

 

Implementation of the strategy is not as easy as simply pushing a button. It requires careful communications and a change in the way we approach HR/people management. It requires courageous, generous and evidence based leadership to win buy-in and trust. This means changing communications all the way down to policies and procedures, performance discussions and how we think about and

deal with wellbeing.

 Understand how to design and build a wellbeing culture

 

Workshop

What will be explored in the workshop?

 

Psychosocial hazards arise from poor design, organisation and management of workplace responsibilities, as well as poor social structures within the work environment. Common symptoms of negative workplace cultures resulting from poor social structures include incivility, individualism, the emergence of silos and anti-social behaviours, which actively work against the best interests of the organisation as a whole. 

 

 

 

Too often, we only become aware of psychosocial risks when things have reached

an extreme point and an oppositional culture already exists that prevents a restorative solution and damages employee health

and productivity.

 

Where prevention is not possible, intervening immediately and building a sustainable pattern of management not only stops things before people are hurt: it actually improves people’s experience of work, enabling growth

and happiness.

 

 

 

 

 

 

In building wellbeing systems that counteract the risks associated with psychosocial hazards and conflict a number of important factors musts be considered. During this workshop participants will explore the following factors:

 

  • What is meant by psychosocial risk and where does it come from?
  • How does it impact the individual?
  • How can you identify and measure the risk in your workplace?
  • What can be done to minimise the risk?
  • How do you develop effective strategies to help prevent it?
  • How do you minimise the chances of psychological impact if an incident occurs?
Andrew Douglas

ANDREW DOUGLAS

 

Andrew, the Victorian Head of Macpherson & Kelley’s Workplace Relations team, is a highly sought after Workplace professional within Australia, New Zealand and Asia. His

proactive approach to understanding ever changing Employment, IR and OHS laws ensures his clients are always one step ahead of their competition.

 

Working with a number of employers, Andrew builds wellbeing programs that improve employee health and productivity whilst reducing worker’s compensation premiums. Andrew is a skilled author and seasoned speaker who writes and presents about workplace law issues.

Principal – Workplace Relations, Macpherson Kelley

Facilitators

Who is the

workshop for?

 

 

The workshop is designed for organisational leaders who make decisions about how employees are managed within their organisation. Typical attendees will range from senior HR to operations and executive management roles.

 

 

What will be the key benefits/takeaways from the workshop?

 

 

 

 

  • Understand what workplace wellbeing really is.
  • Understand the risks to individuals and your organisation.
  • Understand what you need to do to effectively manage the risks.
  • Gain the knowledge and tools to build a strategic process to ensure your workplace is safe.

Key benefits

Ultimately, creating a wellbeing culture means

being courageous; it's an evidence

based business management strategy

it's not

yoghurt

and yoga!

Andrew Douglas speaks of the workshop

Andrew Douglas

Simon Brown Greaves

 

Simon Brown-Greaves is an experienced senior executive and organisational psychologist with more than 20 years’ involvement in helping businesses and public sector organisations align people and performance. Prior senior roles include an executive management role at Chandler Macleod and CEO of the OSA Group.

 

Earlier in his career he worked as a senior consultant at Davidson Trahaire and held senior psychologist managerial roles in Victoria Police and Corrections.As consultant and executive coach, Simon has worked closely with the executive teams of many of Australia’s leading public and private organisations and he continues to partner with them to help solve complex cultural issues and develop leadership effectiveness.​

Facilitator and Director, 
FBG Group

Facilitators

WORKSHOP

 Psychosocial Risk Management​​

Workplace Conflict and

BRISBANE

AUCKLAND

SYDNEY

ADELAIDE

November

16

22

November

23

November

06

December

BRISBANE

AUCKLAND

SYDNEY

ADELAIDE

November

16

22

November

23

November

06

December

Australian School of Applied Management

Head Office

Level 9, 607 Bourke Street

Melbourne

VIC 3000

 

Email: info@asam.com

Phone: 1300 138 037

Web: www.asam.edu.au

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Australian School of Applied Management