Psychological Injury Management in the Workplace Congress draft agenda

5th Annual Psychological Injury Management in the Workplace Congress draft agenda

23-24 May 2018, Royce Hotel Melbourne

Giving managers the skills to understand and respond to psychological injuries

  • Skilling managers to talk about psychological health with their teams
  • Identifying the early warning signs of psychological injuries
  • Ensuring managers have the confidence to handle difficult conversations
  • Providing support options for managers to refer staff to

Improving organisational culture to support workplace psychological wellbeing

  • Mapping out what a good culture looks like
  • Engaging employees and getting buy in
  • Identifying and working with cultural champions
  • Building employee resilience

Getting organisational buy in for wellbeing programmes

  • Assessing the financial costs associated with psychological injuries
  • Identifying and measuring the benefits associated with a healthy workforce
  • Building a strong business case to resource wellbeing programmes
  • Conveying the importance of top down leadership in wellbeing initiatives

Encouraging help seeking behaviour from employees

  • Overcoming workplace stigma around mental health
  • Ensuring employees feel comfortable discussing their mental health
  • Promoting participation in employee assistance programs and peer support groups
  • Communicating that seeking support for psychological injuries does not equate to weakness or poor performance

Managing serious conflict within an organisation

  • Identifying the signs of potential conflict
  • Resolving conflicts before it gets to a serious level requiring claims
  • Engaging with other workers or third parties for serious conflict resolution
  • Investigating the cause of the conflict to help prevent a potential repeat

Understanding alternative duties and capabilities for injured employees

  • Identifying the capabilities of an employee following the injury
  • Liaising with the employee and health professionals to determine the most suitable duties
  • Working with the employee to rebuild their capabilities while on alternative duties
  • Providing appropriate work-related and recovery support during this period

Engaging family and peers to support recovery

  • Developing a recovery plan that incorporates the employee’s family and peers
  • Gaining buy in from family and peers on a recovery plan and refining plans to their wishes
  • Leveraging the influence of family and peers in recovery
  • Equipping family and peers so they can support the recovery of an injured worker

Developing partnerships with psychologists and rehab providers to facilitate return to work

  • Preparing a plan for return to work to pitch to psychologists and rehab providers
  • Promoting return to work as the best option for a speedy recovery
  • Refining the return to work place with psychologists and rehab providers to suit the worker’s capabilities and recovery
  • Gaining buy in from psychologists and rehab providers for the return to work plan

Understanding the key psychological diagnoses

  • Understanding the key symptoms and behaviours from different types of illnesses
  • Appropriately managing workers based on their condition
  • Understanding how each condition should affect the response
  • Providing practical assistance to employees with adjustment disorders

Developing a person-centric care plan

  • Building a plan informed by the employee’s condition and preferences
  • Creating a holistic plan that accounts for all factors that influence recovery
  • Ensuring that all parties involved are aware of their role in providing care
  • Amending plans in response to changes in factors or conditions

Minimising the risk of psychological claims in performance management

  • Understanding the limits of reasonable performance management
  • Knowing when to move away from treating performance purely as an administrative matter
  • Managing performance and psychological issues as separate but be prepared for overlap
  • Ensuring that performance management does not initiate or aggravate a condition

Reducing incidents of bullying and harassment in the organisation

  • Encouraging respectful behaviour towards each other
  • Setting up clear expectations of behaviour and penalties for breaches
  • Identifying the signs of potential misconduct
  • Intervening in cases of misconduct and applying appropriate penalties for future deterrence

Supporting workers through the claims management process

  • Creating a simple plan to follow in the claims process to minimise forms and bureaucracy
  • Keeping the planned claims process on the track and preventing it turning into a quasi-investigation
  • Preventing the claims process from aggravating the injured worker’s condition

Managing contact and communication with injured employees

  • Identifying who, when and how an injured worker should be contacted
  • Creating a communication plan with the injured worker
  • Understanding the impacts communication can have on a worker’s recovery

Managing a successful return to work program for injured workers

  • Getting the workplace ready for return to work with planned alternative duties
  • Ensuring the return to work plan is followed and not deviated from
  • Providing continuous support to the employee upon return and training staff to be able to support the returning employee

Developing effective relationships and communications with GPs

  • Discerning the role of the GP in each injury case and planning interactions with GP
  • Liaising with the GP on the employer’s perspectives and planned actions
  • Ensuring open and transparent communication between the employer and other parties
  • Planning return to work with the input of a GP