{"id":2474,"date":"2017-02-09T15:15:27","date_gmt":"2017-02-09T04:15:27","guid":{"rendered":"http:\/\/www.intrepidminds.com.au\/nz\/?page_id=2474"},"modified":"2017-02-16T14:38:41","modified_gmt":"2017-02-16T03:38:41","slug":"psychological-injury-management-workplace-congress-agenda","status":"publish","type":"page","link":"https:\/\/www.intrepidminds.com.au\/nz\/psychological-injury-management-workplace-congress-agenda\/","title":{"rendered":"Psychological Injury Management in the Workplace Congress agenda"},"content":{"rendered":"

Rydges Sydney Central, 23-24 May\u00a02017<\/h3>\n

 <\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\u00a0<\/span><\/td>\n\n

Conference day one – Tuesday 23 May<\/span><\/p>\n<\/td>\n<\/tr>\n

08.30<\/span><\/td>\nRegistration<\/span><\/td>\n<\/tr>\n
09.00<\/span><\/td>\nOpening remarks from the chair<\/span><\/td>\n<\/tr>\n
09.10<\/span><\/td>\n\n

Case Study: <\/strong>Skilling up leaders in identifying and managing psychological injuries <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Creating a visible and accessible senior management system that supports employees when needed<\/span><\/li>\n
  • Training managers to deal with the foreseeable psychosocial hazards in the workplace<\/span><\/li>\n
  • Achieving organisational connectedness through authentic support and on-going supervision<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Todd Wehr<\/strong>, Executive Manager Staff Support Service, Queensland Ambulance<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

09.55<\/span><\/td>\n\n

Case Study: Establishing early identification and intervention initiatives to reduce psychological injuries<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Raising the awareness of early signs of workplace psychological injuries<\/span><\/li>\n
  • Recognising the early acute symptoms of mental health that can progress to full-blown psychological injuries<\/span><\/li>\n
  • Responding to incidents and knowing when to take action or intervene<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Geraldine King<\/strong>, Manager of Workplace, Safety and Wellbeing, Citibank<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

10.40<\/span><\/td>\nMorning Tea<\/span><\/td>\n<\/tr>\n
11.10<\/span><\/td>\n\n

Case Study: Normalising the discussion of psychological injuries and approaching your employees appropriately<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Assisting employees with the ability to ask for help freely<\/span><\/li>\n
  • Asking the right questions and knowing how to jump in<\/span><\/li>\n
  • Providing a reliable platform of support that is easily accessible to your employees<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Lana Hogno, <\/strong>Manager Workplace Health and Safety & Sanette Allen, <\/strong>Psychologist and Employee Assistance Program Manager, North Sydney Local Health District<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a011.55<\/span><\/td>\n\n

Case Study: Creating a resilient workforce with organisational prevention approaches<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Improving workforce resilience by first focusing on organisational resilience<\/span><\/li>\n
  • If the organisation is resilient, what does this then mean for individual resilience?<\/span><\/li>\n
  • Engaging staff with best practices and enhancing their mental health literacy<\/span><\/li>\n
  • Achieving a balance between employee wellbeing and performance management<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Rob Kosova<\/strong>, Executive General Manager of Safety, Programmed<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

12.40<\/span><\/td>\nLunch<\/span><\/td>\n<\/tr>\n
13.40<\/span><\/td>\n\n

Case Study: Shifting acceptance of psychological risks in the workplace<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Implementing a psychological strategy in the workplace<\/span><\/li>\n
  • Empowering employees to take responsibility for their psychological wellbeing<\/span><\/li>\n
  • Establishing a supportive workplace culture where psychological risks are accepted and proactively managed<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Samantha Ferguson-Smith, <\/strong>Acting Assistant Manager \u2013 Safety, Health, Environment & Quality, Defence Housing Australia <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

14.25<\/span><\/td>\n\n

Panel Discussion: Fostering a respectful workplace culture that prevents bullying<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Clarifying the perception of bullying amongst managers and employees<\/span><\/li>\n
  • Eliminating a hostile working environment with clear and precise workplace regulations<\/span><\/li>\n
  • Utilising effective factual investigations in resolving workplace conflicts<\/span><\/li>\n
  • Establishing respectful behaviours and dealing with conflict resolutions<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Louise Ashelford<\/strong>, Director of Healthy Workplace Strategies, NSW Ambulance<\/strong><\/span><\/p>\n

Lana Hogno, <\/strong>Manager Workplace Health and Safety, North Sydney Local Health District<\/strong><\/span><\/p>\n

Jacqueline Bloink<\/strong>, Workplace Wellbeing Program Manager, St Vincent\u2019s Melbourne<\/strong><\/span><\/p>\n

Daniel Palmer<\/strong>, Manager of Health and Wellbeing, NSW Department of Education<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

15.10<\/span><\/td>\n\n

Afternoon tea<\/span><\/p>\n<\/td>\n<\/tr>\n

15.40<\/td>\n\n

Case Study: Improving workforce health & wellbeing through staff support programs<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Providing for a psychologically safe work environment through an intervention that actively promotes health & wellbeing<\/span><\/li>\n
  • Promoting the benefits of social capital via peer support programs – can contribute to a healthy workplace culture<\/span><\/li>\n
  • Exploring how peer support programs meet the needs of its users, how they impact on wellbeing, and provide value for service<\/span><\/li>\n
  • Discussing the evolution of such programs and the relevance in the face of today\u2019s workplace issues and incidents<\/span><\/li>\n
  • Considering strategies that mitigate the stigma of mental health issues in the highly functioning health worker and provide links to professional support when otherwise reluctant to access.<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Jacqueline Bloink<\/strong>, Workplace Wellbeing Program Manager, St Vincent\u2019s Melbourne<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

15.20<\/span><\/td>\n\n

Afternoon Tea<\/span><\/p>\n<\/td>\n<\/tr>\n

16.25<\/span><\/td>\n\n

Case Study: Utilising advanced psychosocial management frameworks over traditional management approaches<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Strengthening the workplace environment with a new systematic and social protocol<\/span><\/li>\n
  • Responding to mental health with advanced models that focus on the individual<\/span><\/li>\n
  • Reinforcing the traditional models that strengthens psychological injury management<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Peter Prasad<\/strong>, National Manager of Health Services, Qantas<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a017.10<\/span><\/td>\nEnd of conference day one<\/span><\/td>\n<\/tr>\n
\u00a0<\/td>\n\u00a0<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\u00a0<\/span><\/td>\n\n

 <\/p>\n

Conference day two – Wednesday 24 May 2017<\/span><\/p>\n<\/td>\n<\/tr>\n

9.00<\/span><\/td>\nOpening remarks from the chair<\/span><\/td>\n<\/tr>\n
09.10<\/span><\/td>\n\n

Case Study: Treating the person not the injury<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Distinguishing each incident with a case-by-case approach<\/span><\/li>\n
  • Supporting the recovery process with unique social treatment models that reveal external factors contributing to the injury<\/span><\/li>\n
  • Communicating effectively with both injured employee and rehabilitation provider<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Jane Hayter<\/strong>, Rehabilitation Manager North Queensland, Department of Defence<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

09.55<\/span><\/td>\n\n

Case Study: Collaborating with employees in their recovery from psychological injuries<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Overcoming psychological injuries by reducing non-medical formalities<\/span><\/li>\n
  • Setting mutually agreed outcomes<\/span><\/li>\n
  • Treating the psychologically injured employee as a partner and not a subject in recovery<\/span><\/li>\n
  • Recognising the behavioural factors of recovering individuals and facilitating people with low internal efficacy<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Alex Tejeda<\/strong>, Senior Injury Management Advisor, Fairfax Media<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

10.40<\/span><\/td>\nMorning Tea<\/span><\/td>\n<\/tr>\n
\u00a011.10<\/span><\/td>\n\n

Case Study: Facilitating effective post-injury support <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Ensuring a high quality of clinical treatment services to employees with pure psychological injuries or psychological injuries overlaying physical injuries<\/span><\/li>\n
  • Adequately addressing potential barriers that can disrupt the recovery process<\/span><\/li>\n
  • Communicating with all relevant stakeholders on improving each return to work outcome<\/span><\/li>\n
  • Keeping on-going contact with employees despite a predicted short recovery time<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Carlene York<\/strong>, Assistant Commissioner, NSW Police<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a011.55<\/span><\/td>\n\n

Case Study: Reframing the debate on psychological injuries from a legislative perspective<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Examining the fine line between what constitutes as a psychological injury and what doesn\u2019t<\/span><\/li>\n
  • Balancing the legal responsibilities with the caveats in managing psychological injuries<\/span><\/li>\n
  • Ethically responding to workplace mental health under a work cover model<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

\u00a0Andrew McGarity<\/strong>, Manager of Injury Management, Fire & Rescue NSW<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

12.40<\/span><\/td>\nLunch<\/span><\/td>\n<\/tr>\n
13.40<\/span><\/td>\n\n

Case Study: Setting return to work as a treatment strategy not just an outcome <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Incorporating early return to work as a primary treatment method for psychological injuries<\/span><\/li>\n
  • Identifying employee capability constraints<\/span><\/li>\n
  • Managing the associated stigma when supervisors make \u2018reasonable adjustments\u2019 for employees returning to work with a psychological injury<\/span><\/li>\n
  • Engaging health practitioners early on the return to work plan and creating a comfortable environment prior to return<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Nea Saunders<\/strong>, National Injury Manager, TNT Australia<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

14.25<\/span><\/td>\n\n

Case Study: Working with rehabilitation providers in managing the needs of both the individual and the organisation <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Ensuring that healthcare\/rehabilitation providers understand the organisation objectives and engage with key stakeholders appropriately<\/span><\/li>\n
  • Integrating return to work management and business decisions with psychological health and wellbeing<\/span><\/li>\n
  • Empowering injured employees to control in their recovery in the workplace<\/span><\/li>\n
  • Engaging employees in the injury management decision-making processes to improve outcomes.<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Daniel Palmer<\/strong>, Manager of Health and Wellbeing, NSW Department of Education<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

15.10<\/span><\/td>\n\n

Afternoon Tea<\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a015.40<\/span><\/td>\n\n

Case Study: Preparing for change, leading through change and understanding change at times of organisational restructure <\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Overcoming the psychological risks of an organisational restructure on employees<\/span><\/li>\n
  • Encouraging peer support during organisational change and normalising the psychological effects as natural human reactions<\/span><\/li>\n
  • Communicating the impact of changes in a clear and timely manner<\/span><\/li>\n
  • Matching the job description to the abilities of the worker whilst providing appropriate training and support<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Emma Blee<\/strong>, Head of Enterprise Safety & Tonya Scibilia<\/strong>, Executive Manager of Letters and Mail Network, Australia Post<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

16.25<\/span><\/td>\n\n

Case Study: <\/strong>Maximising the wellbeing of NSW Ambulance staff and volunteers following exposure to traumatic and significant events \u2013 a comprehensive organisational approach<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a0<\/span><\/td>\n\n
    \n
  • Incorporating robust and well understood guidelines and strategies for managing exposure to significant traumatic events<\/span><\/li>\n
  • Exploring the NSW Ambulance approach to identifying and responding to incidents that are likely to have a higher impact on the workplace.<\/span><\/li>\n
  • Equipping staff to know when and how to access support and the importance of having a stigma free, supportive workplace culture.<\/span><\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
\u00a0<\/span><\/td>\n\n

Paul McFarlane<\/strong>, Senior Chaplain, NSW Ambulance<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n

\u00a017.10<\/span><\/td>\nClosing remarks from the Chair and end of conference<\/span><\/td>\n<\/tr>\n
\u00a0<\/td>\n\u00a0<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"excerpt":{"rendered":"

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