2002 and onwards'''

1
2002 and onwards...
WORKPLACE HARMONY

• Kris Swaffer

2
My experience..

• 30 years plus in people industry
• Professional clinical nursing, gerontic
  specialist
• Nurse educator
• Human resource management
• OHS W management
• Residential care administration, management
• Ongoing training and development in communication
  and leadership

3
A Quote from PAUL FIREMAN- Chairman and CEO of
Reebok International Ltd

• Running a business is a complex matter and the
  heart of any business is people..
• and their ability to relate, communicate and
  perform

4
In October of 2002, it was evident in my field
that

• five vital components of organisational
  wellness were going awry

5
In October of 2002, it was evident in my field
that

• five vital components of organisational
  wellness were going awry
• communication - staffs ability to relate to each
  other

6
In October of 2002, it was evident in my field
that

• five vital components of organisational
  wellness were going awry
• communication - staffs ability to relate to each
  other
• team cohesiveness

7
In October of 2002, it was evident in my field
that

• five vital components of organisational
  wellness were going awry
• communication - staffs ability to relate to each
  other
• team cohesiveness
• work performance

8
In October of 2002, it was evident in my field
that

• five vital components of organisational
  wellness were going awry
• communication - staffs ability to relate to each
  other
• team cohesiveness
• work performance
• workplace safety (staff wellness)

9
In October of 2002, it was evident in my field
that

• five vital components of organisational
  wellness were going awry
• communication - staffs ability to relate to each
  other
• team cohesiveness
• work performance
• workplace safety (staff wellness)
• quality of life of Residents (clients) was at
  risk

10
In October of 2002, it was evident in my field
that

• Issues arose from these problems

11
In October of 2002, it was evident in my field
that

• Issues arose from these problems
• disruptive work environment

12
In October of 2002, it was evident in my field
that

• Issues arose from these problems
• disruptive work environment
• Resident (client) dissatisfaction with service

13
In October of 2002, it was evident in my field
that

• Issues arose from these problems
• disruptive work environment
• Resident (client) dissatisfaction with service
• notable staff absenteeism

14
In October of 2002, it was evident in my field
that

• Issues arose from these problems
• disruptive work environment
• Resident (client) dissatisfaction with service
• notable staff absenteeism
• harassment

15
In October of 2002, it was evident in my field
that

• Issues arose from these problems
• disruptive work environment
• Resident (client) dissatisfaction with service
• notable staff absenteeism
• harassment
• bullying

16
In October of 2002, it was evident in my field
that

• Issues arose from these problems
• disruptive work environment
• Resident (client) dissatisfaction with service
• notable staff absenteeism
• harassment
• bullying
• disharmony

17
This disharmony put the quality of life of
Residents (clients) at risk
18
This disharmony put the quality of life of
Residents (clients) at risk

• effects of the evolving negativity was felt by
  all stake-holders

19
This disharmony put the quality of life of
Residents (clients) at risk

• effects of the evolving negativity was felt by
  all stake-holders
• disgruntled Residents (clients)

20
This disharmony put the quality of life of
Residents (clients) at risk

• effects of the evolving negativity was felt by
  all stake-holders
• disgruntled Residents (clients)
• unhappy staff

21
This disharmony put the quality of life of
Residents (clients) at risk

• effects of the evolving negativity was felt by
  all stake-holders
• disgruntled Residents (clients)
• unhappy staff
• the emergence of an unsettling worksite cultural
  change

22
Action was required to change the emerging
situation and restore workplace harmony
23
Harmony

• Defined as
• peaceful agreement and co-operation
• accord
• co-operation
• friendship
• like-mindedness
• peace
• rapport
• sympathy
• unity

Ref Collins Dictionary and Thesaurus 1999
FOR MORE INFO...
24
Harmonious

• Defined as
• Concordant, forming a consistent or agreeable
  whole
• Free from dissent
• peaceful agreement and co-operation

FOR MORE INFO...
Ref Collins Dictionary and Thesaurus 1999
25
Why promote workplace harmony?

• To enhance the quality of life for all
  stake-holders
• OHS W research has identified that prevention
  is the most effective means of eliminating
  occupational injury and illness
• the employer is legally responsible to ensure
  that the workplace is, as far as practical, free
  from harassment
• Aged Care Act 1997 operational requirements for
  facilities to maintain the management and staff
  of Residential Care

26
STANDARDS OVERVIEW
27
Why promote workplace harmony?

• Criminal Law
• Contract Law
• Anti-discrimination law
• Australian Nursing Federation
• all workers have the right to work in an
  environment based on trust and respect, free from
  the effects of harassment and victimisation.

28
AIMS. of Workplace Harmony project

• To optimise a harmonious home for Residents
  (clients)

29
AIMS. of Workplace Harmony project

• To optimise a harmonious home for Residents
  (clients)

• To promote employee satisfaction in their job

30
AIMS. of Workplace Harmony project

• To create our world with our word

• To promote employee satisfaction in their job

31
AIMS. of Workplace Harmony project

• To create our world with our word

• To bring the ability to relate, communicate and
  perform back into existence

32
AIMS. of Workplace Harmony project

• To maintain a safe work environment

• To bring the ability to relate, communicate and
  perform back into existence

33
AIMS. of Workplace Harmony project

• To maintain a safe work environment

• To heighten employee awareness of what is
  harassment and workplace bullying

34
AIMS. of Workplace Harmony project

• To provide ongoing, regular forums for open
  communication

• To heighten employee awareness of what is
  harassment and workplace bullying

35
AIMS. of Workplace Harmony project

• To provide ongoing, regular forums for open
  communication

• To have employees develop their own Code of
  Conduct that is site specific and accepted by all

36
AIMS. of Workplace Harmony project

• To have that Code of Conduct work as a dynamic
  tool.

• To have employees develop their own Code of
  Conduct that is site specific and accepted by all

37
AIMS. of Workplace Harmony project

• To have that Code of Conduct work as a dynamic
  tool.

• To provide pathways to deal with harassment and
  workplace bullying

38
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• open forums re site / communication issues for
  participation by all stakeholders

39
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• open forums re site / communication issues for
  participation by all stakeholders

• discussions on past and ongoing issues

40
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• education for all stakeholders re communication
  skills

• discussions on past and ongoing issues

41
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• education for all stakeholders re communication
  skills

• a source of positive re-enforcement

42
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• role modeling / situation plays

• a source of positive re-enforcement

43
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• role modeling / situation plays

• team building exercises

44
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• cornerstones of listening

• team building exercises

45
Workplace Harmony Project

• Work Site Officers and Director of Care developed
  workplace harmony workshops that were

• cornerstones of listening

• staff ownership of building site harmony

46
How do we create harmony?
Where to go from now?

• Promote, advertise and conduct open forums for
  all stakeholders

• Stakeholders create a site specific Code of
  Ethics

47
How do we create harmony?
Where to go from now?

• Incorporating this new Code of Ethics into human
  resource policies and procedures

• Stakeholders create a site specific Code of
  Ethics

48
How do we create harmony?
Where to go from now?

• Incorporating this new Code of Ethics into human
  resource policies and procedures

• Create Guide to Preventing Bullying booklet and
  distribute

49
How do we create harmony?
Where to go from now?

• Conduct stakeholder harmony surveys and
  pro-active follow-up

• Create Guide to Preventing Bullying booklet and
  distribute

50
How do we create harmony?
Where to go from now?

• Conduct stakeholder harmony surveys and
  pro-active follow-up

• Staff elect Workplace Support Officers

51
How do we create harmony?
Where to go from now?

• Staff elect Workplace Support Officers

• Worksite Support Officers provide feedback to
  Quality Assurance / Management Committees

52
How do we create harmony?
Where to go from now?

• Worksite Support Officers provide feedback to
  Quality Assurance / Management Committees

• Ongoing, dynamic 6 - 8 weekly workshops / open
  forums conducted by Workplace Support Officers

53
How do we create harmony?
Where to go from now?

• Provide opportunity for Relatives/Residents
  (clients) to participate

• Ongoing, dynamic 6 - 8 weekly workshops / open
  forums conducted by Workplace Support Officers

54
How do we create harmony?
Where to go from now?

• Provide opportunity for Relatives/Residents
  (clients) to participate

• Develop open door policy and supportive human
  resource management processes

55
How do we create harmony?
Where to go from now?

• Ongoing acknowledgment of staff

• Develop open door policy and supportive human
  resource management processes

56
How do we create harmony?
Where to go from now?

• Ongoing acknowledgment of staff

• employee of the month awards
• wellness program
• written, visible praises forwarded to all staff
• flexible rostering systems Develop open door
  policy and supportive human resource management
  processes

57
How do we create harmony?
Where to go from now?

• Ongoing acknowledgment of staff

• employee of the month awards
• wellness program
• written, visible praises forwarded to all staff
• flexible rostering systems Develop open door
  policy and supportive human resource management
  processes

• Develop communication skills

58
THE RESULTS

• Statistics taken before program commenced
• 50 of staff felt the facility was harmonious

59
THE RESULTS

• Statistics taken after the program commenced
• 92.5 of staff felt the facility was harmonious

60
THE RESULTS

• an improvement of over 42 in staff perception of
  workplace harmony.

61
COMMUNICATION

• The limits of my language
• are the limits of my world.
• Running a business is a complex matter and the
  heart of any business is people..
• and their ability to relate, communicate and
  perform
• Paul Fireman, Chairman and CEO, Reebok
  International Limited.

62
Resources

• Equal Opportunity Commission, South Australia
• Department for Administrative and Information
  Services (Workplace Services) S.A.
• Australian Nursing Federation
• Aged Care Standards and Accreditation Agency
  Limited
• Community Employers Association Inc
• The WorkCover Corporation
• Landmark Education Corporation