2020_heads up research_nspc14_paul vittles

1

25 July 2014

Employer of Choice? That means you must be a mentally healthy workplace?!

w w w . i n s t i n c t a n d r e a s o n . c o m

Paul Vittles FMRS FRSA – a bit about me

• 30 years a researcher, FMRS

• Co-founded an HR Research Institute in London in 1987

• CEO of a research business, grew 5 to 50, Investors in People

• Joined ACE and trained as executive coach in 1997

• Moved to Australia in 2005 – for a new challenge!

• Formerly Director of Public Enterprise at Nielsen. Also Director and Executive Coach at TNS

• Currently Director at Instinct and Reason

• Chairman of the RSA in Australia and New Zealand

• Co-ordinated the RSA’s global conversation on Big Ideas for Suicide Prevention – and helped generate 10 Big Ideas!

2

Heads Up – the heads up!

• An initiative from beyondblue and the Mentally Healthy Workplace Alliance

• beyondblue is leading and driving an awareness-raising campaign plus the provision of practical tools and resources to help managers

• Heads Up gives us the why (the business case) and the how (practical steps) for transforming workplace mental health

• If you are not aware, where have you been?!

• If you are not aware, go to the website, look at the resources, register your interest by clicking Join on the website, check out the LinkedIn Showcase Page, join the LinkedIn Group…and grab the opportunity for change!

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4

Heads Up website

www.headsup.org.au

http://www.headsup.org.au/

Heads Up – the research

• beyondblue is carrying out and commissioning a range of essential research to develop and support Heads Up

• the Instinct and Reason research is part of a wider program of research initiated by beyondblue

• PwC research provides the business case, cost to the business community of poor mental health, bottom line benefits to business of good mental health, and ROI for businesses investing in mental health

• TNS research provides a useful snapshot of the current state of workplace mental health in Australia

• this presentation at #NSPC14 focuses on the two studies carried out by Instinct and Reason

5

What is a mentally healthy workplace? we need to define the ‘desired state’

6

“A mentally healthy workplace is one that is considered friendly and supportive, promotes a positive workplace culture, minimises workplace risks related to mental health, supports people with mental health conditions appropriately, and prevents discrimination” beyondblue and the Mentally Healthy Workplace Alliance

• Answer 1 – discuss!!!

• Let’s see what the research says…

• The discussion continues, eg in the Heads Up LinkedIn Group, and in your workplace?

7

A Survey of business leaders, owners, directors, managers…employers

Approach and survey methodology (employers) a robust survey of business leaders, owners & managers

8

A 15-minute online survey was carried out between 21 -31 March (primary sample) and 21 March to 30 April (secondary sample) among 606 business owners, senior business leaders (C-Suite), other senior leaders and middle managers.

An online survey questionnaire was purpose-designed and developed by instinct and reason. It was cognitively tested, piloted offline, scripted and programmed online, and piloted online to ensure it was robust and fit for purpose.

A primary sample (n=370) was bought in from the ORU B2B panel to provide a cross-section of business owners, leaders, and managers, and to turn the survey around quickly to be able to support the Heads Up campaign. These respondents were paid for their participation and have no particular interest in a workplace mental health agenda, so this provides a good representation from the broad business community.

A secondary sample (n=236) was obtained via direct invites to business owners, leaders, and managers via databases, business associations, online business media, LinkedIn, etc. These respondents voluntarily took part (whereas the primary sample were paid to take part) and have more of an interest in workplace mental health as an issue.

Sample profile Raw data

9

Segment n= %

Total sample 606 100%

Business owner working in own business

174 29%

Employed and on the senior leadership team

139 23%

Employed and report to a member of the senior leadership team

114 19%

Not reporting to a member of the senior leadership team but have at

least 5 staff reporting to them 167 28%

None of the above 12 2%

Company director n= %


Executive board member 148 24%

Non-executive board member 65 11%

Not a board member 402 66%

Location of where they work n= %


Across all of Australia 208 34%

ACT 30 5%

NSW 171 28%

NT 5 1%

QLD 95 16%

SA 40 7%

TAS 15 2%

VIC 134 22%

WA 65 11%

Number of employees n= %


Up to 10 employees 186 31%

11-50 employees 113 19%

51-250 employees 120 20%

251-1000 employees 67 11%

1000+ employees 120 20%


10

Sector n= %

Total Sample 606 100%

A – Agriculture, Forestry and Fishing 32 5%

B - Mining 13 2%

C - Manufacturing 38 6%

D - Electricity, Gas, Water and Waste 14 2%

E - Construction 28 5%

F - Wholesale Trade 12 2%

G - Retail Trade 46 8%

H - Accommodation and Food Services 12 2%

I - Transport, Postal and Warehousing 20 3%

J - Information Media and Telecommunications

31 5%

K - Financial and Insurance Services 46 8%

L - Rental, Hiring and Real Estate Services

10 2%

M - Professional, Scientific and Technical Services

83 14%

N - Administrative and Support Services

13 2%

O - Public Administration and Safety 30 5%

P - Education and Training 45 7%

Q - Health Care and Social Assistance 37 6%

R - Arts and Recreation Services 11 2%

Other (please specify) 81 13%

Age n= %


Under 30 38 6%

30-39 132 22%

40-49 167 28%

50-59 168 28%

60-69 85 14%

70+ 16 3%

Gender n= %


Male 357 59%

Female 249 41%

5%

11%

17%

33%

45%

58%

0% 20% 40% 60% 80%

Prefer not to say

None of the above

Have reported to someone withmental health issues

Have managed someone with mentalhealth issues

Have worked with someone who hadmental health issues

Have personal experience - myself, myfamily or close friends

11

Lived experience of mental health issues Business leaders, owners & managers

QG3. What experience, if any, have you had with mental health issues? Remember that this is all confidential, and only reported in aggregate form, ie X% said this.

Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

B3 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

Mental health is a business issue

12

74 75

60

0

20

40

60

80

100

Mental health problems are a major cause ofsickness and absence from work in Australian

businesses

Mental health problems are a major cost toAustralian businesses in terms of lost

productivity

Mental health problems are a major cost to Australian businesses from workers’

compensation claims

Tend to agree/strongly agree

%

B3 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree) Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

Mental health is a business issue (cont’d)

13

%

36 38 41

59 51 53

0

20

40

60

80

100

Australian businesses have many more important issues to think about than their

employees’ mental health

Workplace mental health is a problem but it’s definitely not a major cost to the business

I’ve no idea what impact mental health issues have on our business


Tend to disagree/strongly disagree

5

30

41

20

0

20

40

60

80

100

Seen as a bigproblem and beingaddressed by most

businesses

Seen as a bigproblem but not

being addressed bymost businesses

Seen as a problembut not a high

priority for action

Not really seen as aproblem

B1. To what extent do you think workplace mental health is an issue in Australian businesses? Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

Priority/urgency snapshot

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%

B3 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

Need for Heads Up

15

83 91

76

0

20

40

60

80

100

The Australian business community needs acampaign to raise awareness of workplace

mental health issues

Australian businesses need practical support inhow to tackle workplace mental health issues

Businesses that invest in workplace mentalhealth get a good return on their investment


%

What is a mentally healthy workplace? we need to define the ‘desired state’ (revisited)

16





B5 To what extent does this describe the reality of your workplace right now?…% Yes definitely, yes probably, probably not, definitely not Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

Current state v desired state for workplace mental health

17

%

38 31

54 61

0

20

40

60

80

100

Staff with mental health problems, like anxiety or depression, feelcomfortable openly discussing their mental health issues with their

manager


colleagues

Yes probably/yes definitely

Definitely not/probably not



18

%

24 26

70 68

0

20

40

60

80

100

Mental health awareness training is provided for all staff Training is provided for all managers in how to deal with difficultmental health issues





19

%

41

29

47

63

0

20

40

60

80

100

People with known mental health issues would have an equal chanceof employment or promotion

Managers are supported with briefing papers, tools, templates,manuals, etc to be able to deal with workplace mental health issues



9

32 36

23

0

20

40

60

80

100

Very well informed Fairly well informed Not that wellinformed

Not at all wellinformed

B1. How well informed do you feel about current good practice mental health policies and practices in the workplace? Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

How well informed re current good practice

20

%

Mental health policies and practices right now

21

24%

21%

8%

47%

We have positive mental healthpolicies and they are effectivelyimplemented in practice

We have positive mental healthpolicies but they are not effectivelyimplemented in practice

We have mental health policies but I wouldn’t call them positive

I’m not aware of there being any mental health policies

B4. Which of the following best describes your workplace right now? Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors and managers, Mar/Apr 2014

22

B Survey of employees

Approach and survey methodology (employees) a robust survey of the Australian workforce

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A 15-minute online survey was carried out between 21 -31 May 2014. Employees were randomly selected for invites with quotas set by sector, size (number of employees) and location to achieve a representative sample of 1,025 employees.

An online survey questionnaire was purpose-designed and developed by instinct and reason. It was cognitively tested, piloted offline, scripted and programmed online, and piloted online to ensure it was robust and fit for purpose.

The sample was obtained from the Lightspeed panel to provide a cross-section of Australian employees, and to turn the survey around quickly to be able to support the Heads Up campaign. The hard quotas by sector, size and location were complemented by soft quotas for gender and age to ensure a wide spread within the sample, and other key profiling data was obtained.

There were direct questions about working in a mentally healthy or unhealthy workplace, whether this had caused them to stay or leave, how important a mentally healthy workplace is, etc. There were also indirect questions, cross-analysis and methods to analyse sub-conscious drivers of choice through pairwise and discrete choice modelling. And respondents did not know that the survey was for beyondblue or about mental health.


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Location where work n= %


Across all of Australia 10 1%

ACT 21 2%

NSW 330 32%

NT 11 1%

QLD 202 20%

SA 82 8%

TAS 15 1%

VIC 299 29%

WA 91 9%

Number of employees n= %


2-19 employees 453 44%

20-199 employees 264 26%

200-499 employees 95 9%

500-999 employees 54 5%

1000+ employees 159 16%

Time with current employer n= %


Less than 6 months 56 5%

6-12 months 66 6%

1-2 years 162 16%

3-5 years 264 26%

6-10 years 257 25%

11-15 years 105 10%

More than 15 years 113 11%

Other (please specify) 2 0.2%

Contractual status n= %


Permanent full-time 615 60%

Permanent part-time 270 26%

Fixed-term contract (for up to 5 years)

13 1%

Short-term contract/seasonal

16 2%

Casual/no contract 109 11%

None of the above 2 0.2%


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Sector n= %


B - Mining 9 1%

C - Manufacturing 75 7%

D - Electricity, Gas, Water and Waste 9 1%

E - Construction 115 11%

F - Wholesale Trade 58 6%

G - Retail Trade 112 11%

H - Accommodation and Food Services 79 8%

I - Transport, Postal and Warehousing 59 6%

J - Information Media and Telecommunications

21 2%

K - Financial and Insurance Services 63 6%

L - Rental, Hiring and Real Estate 41 4%

M - Professional, Scientific and Technical Services

120 12%

N - Administrative and Support Services

56 5%

O - Public Administration and Safety 16 2%

P - Education and Training 19 2%

Q - Health Care and Social Assistance 80 8%

R - Arts and Recreation Services 24 2%

T – Not for Profit 22 2%

S - Other Services (please specify) 47 5%

Age n= %


Under 30 136 13%

30-39 228 22%

40-49 222 22%

50-59 280 27%

60-69 146 14%

70+ 13 1%

Gender n= %


Male 488 48%

Female 537 52%

2%

29%

8%

16%

34%

47%

0% 20% 40% 60% 80%

Prefer not to say

None of the above

Have reported to someone withmental health issues

Have managed someone with mentalhealth issues

Have worked with someone who hadmental health issues

Have personal experience - myself, myfamily or close friends

26

Lived experience of mental health issues Employees

QG3. What experience, if any, have you had with mental health issues? Remember that this is all confidential, and only reported in aggregate form, ie X% said this.

Base: Total sample of employees (n=1025)

QE1. How mentally healthy or unhealthy is your current workplace? Base: Total sample (n=1025) QE2. What is the impact of working somewhere that is not a mentally healthy workplace on your day-to-day commitment to the job? Base: Those who consider their workplace to be not mentally healthy (n=215)

15%

38%

26%

16%

5%

0% 20% 40% 60% 80%

Definitely a mentally healthyworkplace

On balance, I would say amentally healthy workplace

No opinion either way

On balance, I would say not amentally healthy workplace

Definitely not a mentally healthyworkplace

27

How mentally healthy is your workplace? impact on job commitment of an unhealthy workplace

32

25

30

2 3

8

Makes me much less committedMakes me slightly less committedMakes no difference to my commitmentMakes me slightly more committedMakes me much more committedDon’t know/Can’t say

Impact of working where it IS NOT mentally healthy How mentally healthy is your workplace?

QE1. How mentally healthy or unhealthy is your current workplace? Base: Total sample (n=1025) QE3. What is the impact of working somewhere that is not a mentally healthy workplace on your likelihood of staying with your current employer? Base: Those who consider their workplace to be not mentally healthy (n=215)

15%

38%

26%

16%

5%

0% 20% 40% 60% 80%






28

How mentally healthy is your workplace? impact on likelihood of staying in an unhealthy workplace

24%

28%

34%

2%

3% 8%

Makes me much more likely to leaveMakes me slightly more likely to leaveMakes no difference to whether I stay or goMakes me slightly more likely to stayMakes me much likely to stayDon’t know/Can’t say

Likelihood of staying where it IS NOT mentally healthy How mentally healthy is your workplace?

15%

38%

26%

16%

5%

0% 20% 40% 60% 80%






QE1. How mentally healthy or unhealthy is your current workplace? Base: Total sample (n=1025) QE4. What is the impact of working somewhere that is mentally healthy workplace on your day-to-day commitment to the job? Base: Those who consider their workplace to be mentally healthy (n=544)

29

How mentally healthy is your workplace? impact on job commitment in a healthy workplace

3%

30%

25%

35%

8%

Makes me less committed

Makes no difference to my commitment

Makes me slightly more committed

Makes me much more committed

Don’t know/Can’t say

Impact of working where IT IS mentally healthy How mentally healthy is your workplace?

15%

38%

26%

16%

5%

0% 20% 40% 60% 80%






30

How mentally healthy is your workplace? impact on likelihood of staying in a healthy workplace

QE1. How mentally healthy or unhealthy is your current workplace? Base: Total sample (n=1025) QE4. What is the impact of working somewhere that is mentally healthy workplace on your likelihood to stay in the job? Base: Those who consider their workplace to be mentally healthy sample (n=544)

1%

28%

26%

42%

3%

Makes me less likely to stay

Makes no difference to whether I stay or go

Makes me slightly more likely to stay

Makes me much more likely to stay

Don’t know/Can’t say

Likelihood to stay where IT IS mentally healthy How mentally healthy is your workplace?

QE8. How likely would you be to look for another job if you felt you were not in a mentally healthy workplace? Base: Total sample of employees (n=1025) 31

Would workers look for a another job when in a mentally unhealthy workplace?

7%

31%

38%

17%

7%

Would look for another jobstraight away

Would start looking for another job if things didn’t improve

Not sure whether I would stay orlook elsewhere

Would probably stay and try toimprove the situation

Would definitely stay and try toimprove the situation

QE6. Have you ever stayed longer in a job than you otherwise would have because it was a good environment in terms of workplace mental health?

QE7. Have you ever left a job because it was a poor environment in terms of workplace mental health? Base: Total sample of employees (n=1025)

Staying longer or going sooner the influence of a good working environment

32

18% 19%

59%

4%

0%

10%

20%

30%

40%

50%

60%

70%

Yes, once Yes, morethan once

No Prefer not tosay

Stayed in the job because good mental health environment

28%

17%

52%

2%

0%

10%

20%

30%

40%

50%

60%

Yes, once Yes, morethan once

No Prefer not tosay

Left the job because poor mental health environment

QE9. If you were thinking of leaving your current job for a better situation but then you got a new manager with the kinds of qualities listed below, what difference do you think it would make, if any?


Impact of a ‘switched on’ manager on staying in a job

33

7%

7%

7%

7%

5%

5%

6%

6%

25%

26%

27%

23%

23%

22%

22%

28%

68%

67%

66%

70%

72%

73%

72%

66%

Supportive with work performance

Supportive with physical health problems

Supports employees with mental healthproblems

Clear guidance on priorities andexpectations

Inspirational leader mapping out yourfuture

Supports and facilities flexible working tomeet individual needs

Accessible when you need them and willlisten

Actively promotes the mental health oftheir staff.

Leave

Neutral

Stay

10%

19%

36%

20%

15%

0% 20% 40% 60% 80%

Definitely opt for a more mentallyhealthy workplace

Probably opt for a more mentallyhealthy workplace

Not sure which way I would go

Probably opt for the pay rise

Definitely opt for the pay rise

34

Would workers forego a pay rise for more investment in a mentally healthy workplace?

QE10. If your employer gave you a choice of a 2.5% pay rise or not getting the pay rise and, instead, they invested these funds into making your workplace more mentally healthy, would you be prepared to forego the 2.5% pay rise for a more mentally healthy workplace?


7%

9%

24%

21%

39%

0% 20% 40% 60% 80%

Definitely will leave

Probably will leave

Not sure/depends on what happens

Probably will stay

Definitely will stay

35

Likelihood of staying or leaving in the next 12 months

QA13. How likely are you to stay with your current employer or leave within the next 12 months? Base: Total sample of employees (n=1025)

D4. To what extent does this describe the reality in your workplace right now?

A13. How likely are you to stay with your current employer or leave within the next 12 months? Base: Total sample (n=1025), Leave (n=161), Neutral (n=245), Stay (n=619) 36

Current mental health policies and practices by whether intend to Stay or Leave

Total Leave Neutral Stay

Yes, definitely

11%

14%

3%

13%

Yes, probably

24%

14%

19%

29%

Probably not

29%

25%

38%

26%

Definitely not

20%

39%

22%

14%

Yes, definitely

8%

11%

3%

10%

Yes, probably

24%

21%

17%

28%

Probably not

34%

32%

40%

32%

Definitely not

18%

31%

21%

14%

Employees with mental health problems, like

anxiety or depression, feel comfortable

discussing their mental health issues with their

manager

Employees with mental health problems, like

anxiety or depression, feel comfortable openly

discussing their issues with colleagues

We map out in detail what a mentally healthy workplace would be like and then see to what extent these exist currently. Then analysing by whether employees are planning to leave or stay illustrates what the key triggers are.





Yes, definitely

8%

11%

5%

9%

Yes, probably

16%

15%

12%

18%

Probably not

25%

22%

30%

24%

Definitely not

32%

42%

33%

28%

Yes, definitely

9%

12%

5%

9%

Yes, probably

14%

12%

11%

15%

Probably not

23%

20%

24%

24%

Definitely not

42%

53%

45%

37%

Mental health awareness training is

provided for all employees

Training is provided for all managers in how to

deal with difficult mental health issues





Yes, definitely

9%

9%

4%

11%

Yes, probably

22%

24%

17%

23%

Probably not

34%

29%

42%

32%

Definitely not

15%

27%

16%

11%

Yes, definitely

9%

12%

3%

10%

Yes, probably

17%

13%

16%

18%

Probably not

25%

19%

29%

25%

Definitely not

29%

43%

30%

25%

Managers are supported with briefing papers,

tools, templates, manuals, etc to be able to deal with workplace


People with known mental health issues would have an equal

chance of employment or promotion





Yes, definitely

13%

12%

4%

16%

Yes, probably

24%

14%

21%

27%

Probably not

29%

31%

34%

26%

Definitely not

18%

34%

20%

12%

Yes, definitely

13%

8%

7%

16%

Yes, probably

26%

24%

24%

26%

Probably not

25%

22%

29%

24%

Definitely not

20%

36%

22%

15%

Has managers and/or an HR department that

knows how to support people with a mental

health condition

Has leaders who are committed to promoting

the mental health of staff





Yes, definitely

36%

27%

28%

42%

Yes, probably

28%

30%

29%

27%

Probably not

15%

16%

19%

13%

Definitely not

10%

20%

10%

7%

Yes, definitely

37%

27%

24%

45%

Yes, probably

31%

33%

33%

30%

Probably not

15%

19%

24%

10%

Definitely not

7%

15%

7%

5%

Has a zero-tolerance policy for workplace

harassment

Has an anti-bullying policy





Yes, definitely

17%

14%

8%

21%

Yes, probably

29%

29%

26%

31%

Probably not

19%

22%

24%

17%

Definitely not

11%

18%

13%

7%

Yes, definitely

14%

10%

4%

20%

Yes, probably

29%

24%

23%

33%

Probably not

24%

27%

33%

21%

Definitely not

18%

30%

24%

12%

Takes action to identify and minimise risks to the

mental health of employees (eg heavy

workloads, regular long working hours, unclear

job roles)

Has a return to work policy if anyone takes

time off managing a mental health condition

42

Rating of current employer by mentally healthy workplace currently

5% 1% 4% 16%

41%

29%

52%

58%

50% 67%

37%

22%

Total Healthy Neutral Unhealthy

Best/one of best Similar to other Employers Worst/one of worst

QA7. How would you describe your current employer as an employer? QE1. How mentally healthy or unhealthy is your current workplace? Base: Total sample (n=1025), Unhealthy (n=215), Neutral (n=266), Healthy (n=544)

43

Rating of current job by mentally healthy workplace currently

10% 6% 9% 22%

22% 15%

29%

34%

67% 80%

61% 42%


Love/Like doing it Good Aspects, but don’t like it Not Good/Terrible

QA10. How would you describe your current situation in terms of your job and your own situation at work? QE1. How mentally healthy or unhealthy is your current workplace? Base: Total sample (n=1025), Unhealthy (n=215), Neutral (n=266), Healthy (n=544)

QA13. How likely are you to stay with your current employer or leave within the next 12 months? QE1. How mentally healthy or unhealthy is your current workplace? Base: Total sample (n=1025), Unhealthy (n=215), Neutral (n=266), Healthy (n=544) 44

Likelihood to Stay or Leave by mentally healthy workplace currently

16% 12% 13% 29%

24% 16%

35%

31%

60% 73%

52% 40%


Will Stay Not sure Will Leave

D3. Which of the following best describes your workplace right now? Base: Total sample of employees (n=1025) 45

Mental health policies at work Current situation

18% 16%

7%

59%

0%

10%

20%

30%

40%

50%

60%

70%

We have positivemental health policies

and they areeffectively

implemented inpractice

We have positivemental health policies

but they are noteffectively

implemented inpractice

We have mental health policies but I wouldn’t call them

positive

I’m not aware of there being any mental

health policies

QA7. How would you describe your current employer as an employer?

D3. Which of the following best describes your workplace right now? Base: Total sample (n=1025), Positive policies in practice (n=184), Positive policies not in practice (n=168), Policies but not positive (n=67), No policies (n=606) 46

Rating of current employer by current mental health policies

5% 2% 2% 10% 6%

41%

20%

38%

55% 47%

50%

78% 58%

31% 41%

Total Positive policies andin practice

Positive policies butnot in practice

Policies, but notpositive

No policies

Best/one of best Similar to other Employers Worst/one of worst

QA10. How would you describe your current situation in terms of your job and your own situation at work?


Rating of current job by current mental health policies

10% 7% 10% 18%

10%

22% 10%

23%

28% 25%

67% 84%

66% 54%

64%

Total Positive policiesand in practice



No policies

Love/Like doing it Good Aspects, but don’t like it Not Good/Terrible

QA13. How likely are you to stay with your current employer or leave within the next 12 months? May 2014


Likelihood to stay or leave by current mental health policies

16% 12% 18% 27%

15%

24%

8%

29% 30%

27%

60%

80%

53% 43%

58%

Total Positive policies andin practice



No policies

Will Stay Not sure Will Leave

D2 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree Base: Total sample of employees (n=1025)

Mental health is a business issue

49

70 72 65

0

20

40

60

80

100

Mental health problems are a major cause ofsickness and absence from work in Australian

businesses

Mental health problems are a major cost toAustralian businesses in terms of lost

productivity

Mental health problems are a major cost to Australian businesses from workers’

compensation claims


%

D2 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree) Base: Total sample of employees (n=1025)

Mental health is a business issue (cont’d)

50

%

47 46 54

45 39 36

0

20

40

60

80

100

Australian businesses have many more important issues to think about than their

employees’ mental health

Workplace mental health is a problem but it’s definitely not a major cost to the business

I’ve no idea what impact mental health issues have on our business


Tend to disagree/strongly disagree

51

37

5 7

0

20

40

60

80

100

Strongly agree Tend to agree Disagree Don't know


Managers who protect the mental health of their employees are better leaders

51

%

5

28

39

19

0

20

40

60

80

100

Seen as a bigproblem and beingaddressed by most

businesses

Seen as a bigproblem but not

being addressed bymost businesses

Seen as a problembut not a high

priority for action

Not really seen as aproblem

D1. To what extent do you think workplace mental health is an issue in Australian businesses? Base: Total sample of employees (n=1025)

Priority/urgency snapshot

52

%


Need for Heads Up

53

76 83

73

0

20

40

60

80

100

The Australian business community needs acampaign to raise awareness of workplace


Australian businesses need practical support inhow to tackle workplace mental health issues

Businesses that invest in workplace mentalhealth get a good return on their investment


%


54





D4 To what extent does this describe the reality of your workplace right now?…% Yes definitely, yes probably, probably not, definitely not Base: Total sample of employees (n=1025)


55

%

35 33

49 52

0

20

40

60

80

100


manager


colleagues





56

%

22 25

65

57

0

20

40

60

80

100

Mental health awareness training is provided for all staff Training is provided for all managers in how to deal with difficultmental heralth issues





57

%

31 26

49 54

0

20

40

60

80

100

People with known mental health issues would have an equal chanceof employment or promotion

Managers are supported with briefing papers, tools, templates,manuals, etc to be able to deal with workplace mental health issues





58

%

64 68

25 22

0

20

40

60

80

100

Has an anti bullying policy Has a zero tolerance policy for workplace harassment





59

%

38

46 45

30

0

20

40

60

80

100

Has managers and/or an HR department that knows how to supportpeople with a mental health condition

Has a return to work policy if anyone takes time off managing a mentalhealth condition





60

%

36

44 46 42

0

20

40

60

80

100

Has leaders who are committed to promoting the mental health ofstaff

Takes action to identify and minimise risks to the mental health ofemployees (eg heavy workloads, regular long hours, unclear job roles)



61

C Employer of Choice Model

Choice model: the task as shown to survey respondents

62

In this section of the survey, we will show you some different job opportunities with different aspects to the job and the working environment. Imagine that you are looking for a new job in the same area and sector where you are working at the moment, or maybe a new role within the same organisation you are working for now. Each job opportunity we show you will be different. There might be some common factors but each one is different so please cast your eye over each one. Then, for each job opportunity, you just need to tick the relevant box to say whether you would take that job or not take that job if you were offered it today.

63

Choice model: On offer? (Base Case in Red)

Levels within each category

1 2 3 4 5 6

1. Basic pay 10% less than you are

earning now 5% less than you are

earning now Same as you are earning

now 5% more than you are

earning now 10% more than you are

earning now 20% more than you are

earning now

2. Opportunities to earn more in overtime or bonuses

No overtime or

bonuses

Can earn additional 5% of basic pay or salary in

overtime or bonus payments





Can earn additional 20% of basic pay or

salary in overtime or bonus payments

3. Travel to work Walking distance from

your home

Less than 30 minutes from your home,

accessible by public transport

Less than 30 minutes from your home and car

parking on site

About an hour to commute, accessible by

public transport

About an hour to commute, would need to drive, car parking on

site

About an hour to commute, would need

to drive, car parking not on site

4. Holiday entitlement (paid annual leave)

Standard 4 weeks 5 weeks 6 weeks 4 weeks plus 1 extra day for each year of service

4 weeks plus 1 extra day for each year of service and extra week after 5

years service

5. Training and development

Just basic training provided

Induction then on the job training provided

Induction, on the job training, and in-house

courses

On the job training, in-house courses and

external courses paid for

On the job training, courses, plus mentoring

and coaching

On the job training, courses, and support

for qualifications

6. Flexibility of hours No flexibility, fixed

hours

Able to negotiate change to contracted

hours

Able to change hours in discussion with manager

Able to decide on hours worked each week

Able to decide on hours worked each day

7. Reward and recognition

No feedback on performance or

recognition from your manager

Regular feedback on performance from your

manager

Regular feedback from your manager and

awards to recognise achievement


promotion opportunities


performance–related bonuses

8. Management support

Working as an individual without a

supportive team around you

Working in a team with informal support from

colleagues

Working in a team with formal support

mechanisms in place

Working in a team with a supportive manager

Working in a team with a supportive manager in

a supportive organisation

Working in a supportive team environment with

access to trained counsellors

9.Workplace culture Everyone is careful

about what they say in public and in private

Everyone is careful about what they say in public but you can talk

openly with your manager

You can talk openly in public or in private about

performance and everyone is comfortable

with this

You can talk openly in public or in private

about physical health issues and everyone is comfortable with this

You can talk openly in public or in private

about mental health issues and everyone is comfortable with this

10. Mental health in the workplace

The workplace negatively impacts your

own mental health

Workplace accepts mental health is an

issue, but not willing or able to manage it

Mental health policy exists, but getting the job done is more important

than mental health

Policies and training in managing mental health are in place but it’s not

promoted openly

Mental health is openly promoted, risks to mental health are managed, people

experiencing mental health conditions are

supported

Mental health of the workforce is a business

priority, and a key element in decision

making

Choice model factors & levels

Base case scenario - % would take the job offer in red on the previous slide

64

Offer

Basic pay Same as you are earning now

Opportunities to earn more in overtime or bonuses

No overtime or bonuses

Travel to work Less than 30 minutes from your home and car parking on

site

Holiday entitlement Standard 4 weeks

Training and development Induction then on the job training provided

Flexibility of hours Able to negotiate change to contracted hours

Reward and recognition No feedback on performance or recognition from your

manager

Management support Working in a team with informal support from colleagues

Workplace culture Everyone is careful about what they say in public but you

can talk openly with your manager

Mental health in the workplace Workplace accepts mental health is an issue, but not willing

or able to manage it

Base: Total sample (n=1025)

Yes, would take this job

22%

No, wouldn’t take this job

78%

Optimal employer of choice maximising the % taking the job

65

Offer

Basic pay Same as you are earning now


Can earn additional 20% of basic pay or salary in overtime or bonus payments

Travel to work Less than 30 minutes from your home and car parking on site

Holiday entitlement 5 weeks

Training and development On the job training, courses, and support for qualifications

Flexibility of hours Able to change hours in discussion with manager

Reward and recognition Regular feedback on performance from your manager

Management support Working in a team with a supportive manager

Workplace culture You can talk openly in public or in private about performance and

everyone is comfortable with this

Mental health in the workplace Mental health of the workforce is a business priority, and a key

element in decision-making


Yes, would take this job

96%

No, wouldn’t take this job

4%

This is THE optimal solution but you can use the model to calculate YOUR optimal offer

How many would take the job offer? by number of employees

66

Total (n=1025)

%

Between 2 and 19 employees

(n=453) %


(n=264) %

More than 200 employees

(n=308) %

Base case 22 23 27 15

Optimal solution 96 97 96 93

All drivers of choice when taking a job by number of employees

67 Base: Total sample (n=1025)


(n=453) %


(n=264) %

More than 200 employees

(n=308) %

Basic pay 27 36 33

Mental health in the workplace 15 11 13

Workplace culture 11 9 14

Reward and recognition 8 6 8

Travel to work 10 9 6


5 7 8

Training and development 7 6 5

Management support 8 5 3

Holiday entitlement 5 6 5

Flexibility of hours 5 7 4

Key drivers of choice when employees taking a job - employees survey/choice model analysis

68

31

14

11

8 8

6 6 5 5 5

0

5

10

15

20

25

30

35

Basic pay Mental healthpolicies &practices

Conversationculture

Reward andrecognition

Travel to work Opportunitiesto earn more in

overtime orbonuses

Training anddevelopment

Managementsupport

Holidayentitlement

Flexibility ofhours

%

Base: Total sample (n=1025) May 2014

69

Heads Up research video

https://www.youtube.com/watch?v=rMtTv4gcDoE

https://www.youtube.com/watch?v=rMtTv4gcDoE

How does ‘management support’ affect choice?

70

-2.6%

1.2%

12.5%

2.8%

0.7%

-2.6%

1.7%

3.1%

1.8%

-0.2%

-3.2%

2.1% 1.9% 2.5%

-1.3%

-2.8%

1.6%

6.9%

2.4%

-0.1%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%

Working as anindividual without a

supportive teamaround you

Working in a teamwith informalsupport from

colleagues

Working in a teamwith formal support

mechanisms inplace

Working in a teamwith a supportive

manager

Working in a teamwith a supportive

manager in asupportive

organisation

Working in asupportive team

environment withaccess to trained

counsellors

Shar

e

Between 2 and 19 employees Between 20 and 199 employees More than 200 employees Total Sample

Base


How does ‘mental health in the workplace’ affect choice?

71

-8.6%

3.6%

10.4%

13.3%

20.7%

-2.1%

4.7% 4.7% 5.0%

10.8%

-5.6%

5.2%

12.8%

16.4%

22.6%

-6.0%

4.4%

9.6% 12.1%

18.7%

-15%

-10%

-5%

0%

5%

10%

15%

20%

25%

The workplacenegatively impactsyour own mental

health.

Workplace acceptsmental health is an

issue, but notwilling or able to

manage it

Mental healthpolicy exists, but

getting the job doneis more importantthan mental health

Policies and trainingin managing mentalhealth are in place

but it's notpromoted openly

Mental health isopenly promoted,

risks to mentalhealth are

managed, peopleexperiencing

mental healthconditions are

supported

Mental health ofthe workforce is abusiness priority,

and a key elementin decision making

Shar

e


Base


How does ‘workplace culture’ affect choice?

72

-6.6%

15.9%

6.1% 5.6%

-4.0%

1.8%

6.4%

0.8%

-8.8%

19.9%

13.7%

7.4%

-6.6%

13.5%

8.5%

4.9%

-15%

-10%

-5%

0%

5%

10%

15%

20%

25%

Everyone is carefulabout what they say in

public and in private

Everyone is carefulabout what they say inpublic but you can talk

openly with yourmanager

You can talk openly inpublic or in private

about performance andeveryone is comfortable

with this


about physical healthissues and everyone iscomfortable with this


about mental healthissues and everyone iscomfortable with this

Shar

e


Base


73

Employer of Choice – decision support app


74





75

How deep is your conversation?

Everyday stress

Stress zone issues

Mental health issues

Mental health conditions

Mental illness

Suicidal thoughts

Suicide

Talk performance

Talk health and wellbeing

Talk suicide prevention

Listen and support

Recommendations for business… to become an employer of choice

Show commitment from the top, and leadership at all levels. Develop positive mental health policies and communicate these through every level of the business

1 Employers need to take a stance on mental health

Provide training for staff and managers to help them deal appropriately with mental health issues in the workplace – reactive and preventative. In particular learn how to listen and have open conversations.

2 Organisations need to train and skill up

Make sure managers and HR know the why (business case + human case) and how of positive workplace mental health so they are willing and able to create a sustainable culture among a community at work.

3 Embed positive mental health into the culture

Manage your risk positively not defensively. Build a sustainably successful business by building resilience in your people – for recruitment, retention, productivity, a happy place to be…and – business leaders – for your own mental health!

4 Manage risk, build a resilient workforce, prevent ill health and prevent suicide

76

For further information please contact our Sydney office:

Level 1, 420 Elizabeth Street Surry Hills NSW 2010

t: +61 (0) 2 9283 2233

e: [email protected]

m: +61 (0) 416 138 162

mailto:[email protected]

2020_heads up research_nspc14_paul vittles

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