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excellence in care
National Mediation Conference 2012
The role of early intervention in preventing and resolving
conflict in the Ambulance Service of NSW
Marlene Booth, Healthy Workplace Strategies
People & Culture
Workplace Bullying Conference
12 December 2013
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Outline of Presentation
> Overview of the strategic approach taken by
the Ambulance Service to improve culture and
reduce the risk of bullying and harassment
> Integration
> Approaches to evaluation and review of key
findings
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Paramedic Recruits Video
> I will add later
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• The Ambulance Service of NSW provides emergency out of hospital
health care and transport, rescue and patient transport
systems for the state of NSW
• One of the largest ambulance services in the world,
serves > 7 million
• Employs approximately 4,300 people + 250 volunteers at
300 locations
• 65% of employees are male (median age 43), 35% are
female (median age 37)
Background
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• A 2008 Parliamentary Inquiry highlighted workplace conflict and
bullying and harassment as key concerns
• Strong focus on investigation and establishing the facts
irrespective of the nature of issues
• Conflict - no findings – no action- relationships not focus of
intervention
• Exacerbated by the acceptance of poor behaviour as part of the
person
• Challenge was how to effectively address these issues and initiate a
more positive organisational culture
The past
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• In 2008-2009, all staff provided with Respectful Workplace Training –
‘the organisational line in the sand’
• Executive management trained first
• Staff feedback was positive
“ The training gave me confidence to tackle different situations”
“ I intend to be more proactive-not sit back and think that behaviour is
ok-instead nip it in the bud”
“My mother in law should attend the next course!!”
• Culturally important because it promoted and endorsed individual
responsibility in conflict resolution
What we did – training our staff
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• Crucial so that all staff could obtain the information easily and quickly
• Straight Talk™ / Respectful Workplace Training principles integrated as the
first step in policy
• Flowcharts outline assessment, pathways, timeframes and required action
• Produced in A3 laminated posters for tea rooms
and managers’ offices
• Promoted direct resolution and encouraged
facilitated discussion as legitimate and the
preferred option
Simplifying our Policies – making them accessible
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• Internal mediation service coordinated by Healthy Workplace Strategies
• Five Ambulance staff are currently nationally accredited mediators and work
in operations and corporate areas
• We provide individual mediation, facilitation, conflict coaching and
management coaching
• Increasing demand for group support and team building
• Assistance from our Peer Supporter Officers, Grievance Contact Officers,
Chaplains and EAP is routinely offered and provided to parties
• External mediators sourced from LEADR
Mediation services
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Our Values- Supporting Workplace
Behaviour
Strong desire from staff to see a values based
culture to improve morale
Culture and values survey conducted with 1,000
staff in May 2009
‘Our Values’- developed by employees for
employees
Outlines the behaviours that staff expect from each
other
Now at the core of Ambulance plans and operations
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• Performance Development Plans first performance
measure references Our Values as the relevant standard
• Streamlined Managing for Improved Performance and Behaviour Policy
released in 2012
• Promotes feedback and includes flowcharts and practical tools such as
templates and letters for managers
• Raising Workplace Concerns SOP and Flowcharts currently includes steps
for managing conduct issues and will be amended to include Performance
Management steps
Performance Development
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Training our Managers
• A Preventing and Managing Workplace Bullying policy was developed – 350
managers trained in their responsibilities
• Increasing confidence of managers to manage grievances and performance was essential to reducing impact of workplace conflict
• Established the Ambulance Management Qualification (AMQ) with AIM
2011 Australian Human Resources Institute Award for Talent Management
• Over 700 front line managers received skills based training in Grievance Management as part of the AMQ
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• Developed ‘Working it Out: A Guide to Managing Workplace Conflict DVD’
and training program
• Goal was to bridge gap between policy and practice by demonstrating how
to put policy into action
• Utilises our own staff and deals with common
disputes
• Also designed to raise awareness of the impact
of managers’ behaviours
Training Our Managers
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• In 2011/12 Ambulance provided Phase 2 Respectful Workplace Training to
over 4,200 staff
• Designed to reinforce training provided in 2009
and build confidence in using policies
• Emphasised the responsibilities of all staff to
resolve conflict
• Used a ‘train the trainer’ model and Managers
were educated in how to deliver the training
and engage staff on the issues
Keeping our staff involved
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• 79% of staff agreed that the AMQ improved their knowledge in handling workplace
concerns/grievances
• 81% of staff agreed their managers had been able to provide them with more
effective support since attending the AMQ
• 94% of staff recommended or highly recommended Phase 2 Respectful Workplace
Training
• Staff felt the RWC Policy, Straight Talk™ and DVD demonstration of a facilitated
meeting helped them most in their role
• A 65% reduction in behaviour/human performance patient complaints
• Comparison between 2006/07 to 2010/11 average cost of psychological claims
reduced by 70%
Outcomes
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Related Employee Wellbeing & Mental Health Programs
• Commenced in 2010 under HWS to improve awareness / recognition of
mental health issues across Ambulance workforce
• Established Wellbeing and Resilience Advisory Panel at executive level
• Developed dedicated training courses for staff
Stress Management and Resilience, Supporting Your Buddy, Promoting Employee
Wellbeing & Mental Health Workshop for Managers and Managing Stress (1 day course)
• ‘My Wellness Check’ appointment with psychologist
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• Employee Wellbeing and Mental Health Workshop for Managers
87% of managers considered their knowledge and skills had increased
90% were confident they would use some of the skills
• Stress Management and Resilience Training
92% of staff felt their knowledge had increased
95% would use the skills learnt
• My Wellness Check 79% would recommend to others
74% would attend again
82% intended to employ strategies/advice from psychologist
• HWS programs contributed to a 24% reduction in psychological claims costs
between 2010/11 to 2011/12
Outcomes
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Program Recognition
2013 AHRI Martin Seligman Health & Wellness Award for
engagement and productivity benefits
Phase Two Respectful Workplace Program Winner of 2012
Innovation Excellence TMF Award for NSW Public Sector.
State of the NSW Public Sector Report 2012 - ‘How it is’
highlights Ambulance Case Study: Addressing Bullying in
the Workplace for its integration with other workplace
initiatives.
Healthy Workplace Strategies Program - Winner of 2011
Risk Leadership TMF Award for NSW Public Sector.
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(Disconnection Strategies)
Thank you Questions?
Thank you
Any questions?
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(Disconnection Strategies)