August newsletter

In social psychology research quoted by Harvard Business Review, cultivating a happy workforce comes down to fostering positive relationships.

Recent research from Employment Hero’s Wellness at Work 2024 report indicates that Australians have a strong sense of mateship at work. 81% of employees stated they feel satisfied with their work-colleague relationships. Further, we also like our managers a lot. 75% of employees were satisfied with their working relationship with their manager.

In our latest edition of Happy Workforce, we will explore the findings from this report, outline the opportunities it presents for managers, and detail a step-by-step approach to minimising psychosocial hazards in the workplace using our BeHOLISTIC? Framework.

So, why are we so unhappy?

Year after year, we are increasingly burnt out and stressed out. 34% of employees stated that their main source of stress over the last three months was financial stress and the cost-of-living crisis, with a combined 28% being overwhelmed by their professional workload, working outside of hours, and professional burnout. And whilst 80% were comfortable talking to their manager about professional development, only 40% were comfortable talking about personal financial concerns. ?

The opportunity for leaders

In science, the heliotropic effect describes how living organisms are drawn towards energy. For example, a plant placed near sunlight will grow in a way that leans towards the sun to sustain its life. Dr. Harry Cohen, who wrote the book 'Be the Sun, Not the Salt,' describes the human version of this effect as 'being kind, authentic, compassionate, grateful and positive.'

When employees were asked if they wished to have more one-to-one time with their manager, 41% said they wanted more, with this increasing to 59% of fully remote employees wishing for more time. Leaders who lead with an EQ approach, coming from a place of positivity and kindness, have an opportunity to approach sensitive and difficult topics with employees to help them form trusting relationships and reengage those who may be feeling disconnected.

If you would like to develop and deepen these skills, visit our website to learn more about our Elevate Leadership Academy.

The power of mentoring and coaching

Interestingly, in the Wellness at Work report, Gen Z was attributed with the highest levels of burnout, where 81% felt burnt out with work, compared to only 44% of Baby Boomers. On the flipside, 80% of Baby Boomers were happy with their mental health, compared to just 47% of Gen Z and Millennials.

In the second episode of our upcoming Trailblazing with CorbettPrice Podcast Series on Solving the Capability Gap, we speak to Julie Tickle, Chief People Officer at TAFE NSW, about the power that mentoring and coaching have in identifying and bringing out latent skills in others. ?We also speak about how other professional development opportunities, such as working groups in coming together to solve a problem, for example, can help to foster positive relationships. You can listen to excerpts from this episode on our frequently asked questions library.??

Minimising psychosocial hazards in the workplace

In addition to fostering positive relationships between leaders, employees, and teams, another essential part of addressing burnout is managing other psychosocial hazards that could affect employees' mental health, such as a lack of role clarity, poor change management, and demanding workloads. Our BeHOLISTIC Framework offers a comprehensive approach to designing an organisational blueprint or operating model that helps to minimise these hazards effectively.

The BeHOLISTIC Blueprint: A Comprehensive Solution

BeHOLISTIC is a structured approach that emphasises the alignment of an organisation's operating model with its strategic goals. It focuses on integrating various operational components—people, processes, technology, and more—to create a cohesive and efficient system. This framework is particularly effective in addressing psychosocial hazards by ensuring that all elements of the workplace environment are designed to support employee wellbeing.

Key components of BeHOLISTIC

Human Capital (H) is a pivotal element encompassing the people, skills, and capabilities required to drive an organisation's success. When addressing psychosocial hazards in the workplace, it's essential to have the right skills mix to ensure employees are adequately supported. This involves clear role definitions, appropriate workload distribution, and continuous development opportunities. By addressing these aspects, organisations can reduce stress and role overload, which are significant psychosocial hazards.

Organisational Structure (O) is the structure, roles, and decision-making processes within an entity. Effective organisational structure promotes clear communication, collaboration, and decision-making. The BeHOLISTIC approach encourages the creation of cross-functional teams and the breakdown of silos, which helps to mitigate issues related to poor work relationships and lack of support.

Technology and Information (T) represents the tools, systems, and digital infrastructure that support an organisation's operations. Implementing the right technologies and data management systems can streamline processes and reduce the burden on employees. Technology solutions that enhance efficiency and provide employees with the tools to perform their tasks effectively can reduce job demands and stress.

Culture and Values (C) represent the shared values, beliefs, and behaviours within an organisation. A positive organisational culture that genuinely values employee well-being and fosters a supportive environment is crucial. Strategies that build a culture of trust, respect, and continuous improvement can significantly reduce psychosocial risks.

Implementing BeHOLISTIC to manage psychosocial hazards

Step 1: Identify Psychosocial Hazards

Start by systematically collecting and reviewing information about potential psychosocial hazards. This can involve employee surveys, focus groups, and analysis of workplace data. This step aims to identify areas where employees may be experiencing stress or other psychosocial issues.

Step 2: Assess and Prioritise Risks

Once hazards are identified, assess the risks they pose to employees' health and prioritise them based on their severity and impact. This step involves evaluating the frequency and duration of exposure to these hazards.?

Step 3: Control Psychosocial Hazards

Implement strategies to eliminate or minimise identified hazards. BeHOLISTIC provides various tools and techniques to design safe and supportive work environments. Adjusting workloads, improving role clarity, and enhancing communication channels are effective measures to control psychosocial risks.

Step 4: Monitor and Review Controls

Monitor the effectiveness of implemented controls regularly and make necessary adjustments. This involves ongoing consultation with employees and reviewing organisational data to ensure the strategies remain effective and relevant.

Conclusion

The BeHOLISTIC Framework offers a robust approach to managing psychosocial hazards in the workplace. Organisations can create a supportive and healthy workplace by aligning the operating model with strategic goals and optimising all components of the workplace environment. This helps minimise psychosocial risks and enhances overall organisational performance and employee satisfaction.

If you would like advice on how to get started with BeHOLISTIC today, please contact us.