Navigating the Minefield

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Navigating the Minefield Preventing and
conquering the barriers to complex injury
management cases
The Causal Links BetweenOrganisational Health
and Individual Injury Presented on behalf ofSelf
Insurers of Victoria
Insight SRC Pty Ltd Level 9, 34 Queen
Street Melbourne VIC 3000Phone 03 8611
0600 Email enquiries_at_insightsrc.com.au Website
www.insightsrc.com.au
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About Insight SRC
Insight SRC is a highly-skilled consulting
organisation capable of building the productivity
and effectiveness of enterprises through
innovative and empowering leadership and
organisational development strategies. We deal
with the problem, not the symptom, by creating
the tools, knowledge and capacity that our
clients can then apply to a self-managed process
for cultural and organisational change. Insight
SRC works as a strategic partner with our clients
to develop long-lasting relationships. You have
the expert understanding of your operating
environment. We have the deep conceptual
knowledge of HR development and the powerful
statistical tools and change processes to back it
up. The solutions we develop are not
off-the-shelf formats. Our flexibility in
thinking and deployment is a result of a holistic
approach to organisational issues. Together we
work to give you insight into the way your people
work, and the pathways for improvement. As
partners, we create knowledge the most powerful
tool of the contemporary organisation.
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Our theoretical frameworks
Insight SRC has been instrumental in creating the
knowledge and setting the standards in the HR,
consulting and scientific management
communities research awards(e.g., we have
received many prestigious research awards, at the
national and international levels, for the
quality of our organisational research, and have
been rated in the top 10 of researchers
worldwide) creating the knowledge that drives
international thinking(e.g., we our recognised
as thought leaders on the key drivers of
wellbeing, motivation and performance, and have
published extensively in the top-tier scientific
journals in management and organisational
psychology) establishing the theoretical
frameworks that underpin policy and
practice(e.g., we developed the organisational
health framework that now underpins the policies
and practices in a wide range of private and
public sector organisations to build
accountability and improvement in people
issues) Our research highlights four fundamental
truisms that build effective performance Empathy
building trust, respect, and understanding Clari
ty building dialogue, discussion, focus and
accountability Engagement building teamwork,
empowerment, and shared ownership Learning
building in feedback, personal growth and
challenge these underpin the key team and
individual behaviours that drive wellbeing
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Engagement is the critical path to wellbeing and
performance
Our focus, on establishing and understanding the
link between people and performance has clearly
demonstrated that engaged employees are the
foundation of effective organisations. The
Russell Investment GroupA study of the companies
on Fortunes annual list of 100 Best Companies
to Work For showed that these companies returned
five times as much to investors as the market in
general Towers Perrin/ISRUsing data from 664,000
employees across 50 countries worldwide, Towers
Perrin/ISR found that companies with highly
engaged employees had lower turnover, lower
absence, higher customer satisfaction McKinseyLow
ell L. Bryan, a McKinsey Director, argues that
companies focus too much on measuring returns on
invested capital and not enough on measuring the
contributions of their people, and believes that
we should use financial-performance metrics to
focus on returns on talent rather than returns on
capital Insight SRCWorking with a range of
Australian private and public sector
organisations, we have established a strong link
between engaged employees and business
performance Boeing Australia engaged employees
drive business excellence (2003 Gold
Award) Medium-sized Bank engaged employees
drive financial performance (2006) RACV engaged
employees drive retail and call centre customer
satisfaction (2002 SIOP) Victorian Education
engaged employees drive student retention and
academic achievement (2007) State and
Commonwealth Public Sector engaged employees
lead to lower costs (1992-2007)
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Typical challenges when building engagement
Building engagement can be a time consuming,
costly and threatening pursuit Getting it
right (e.g., organisations often embark on
engagement programs without first establishing
the root cause ofwellbeing and performance
outcomes) Survey fatigue (e.g., organisations
often implement a range of diagnostic activities,
including culture and climate surveys,stress
audits, 360 degree feedback surveys, pulse
surveys, engagement surveys, etc) Lack of common
language (e.g., embedding a common cultural
language around people is not helped by the use
of different frameworks, tools and providers that
all come with their own ways of talking about
leadership and culture) Lack of
integration (e.g., different diagnostic tools
usually draw on different conceptual frameworks,
resulting in fragmentation and competing
messages, a lack of ownership for core issues,
and time consuming development processes) The
blame game (e.g., organisations sometimes
struggle to build ownership of development needs
at the right level, withmanagers blaming
employees, and employees blaming managers
finger pointing is much easier than change)
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Using organisational health as an integrative
framework
Through a range of scientific and commercial
projects, we have examined the key drivers of
organisational health with data from over
1,000,000 employees world-wide.
Public Sector
Private Sector
Accountants and Economists Community Services
Workers Emergency Services Workers Hospital
Staff Local Government Employees Police
Officers Primary Secondary Teachers TAFE
Employees Transport Workers
Airline Employees Engineering Employees Finance
Sector Employees Information Technology
Employees Insurance Employees Resource Industry
Employees Retail Employees Telecommunications
Employees Utilities Employees
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The Organisational Health Framework
Emotionality
StressLeave



Non certified Sick leave
Emotion Focused Coping


Negative Experiences
Stress
_
_
_
_
Turnover Intentions
_

Org. Climate
Job Satisfaction


DiscretionaryPerformance

_


Problem Focused Coping


Positive Experiences
Morale
CustomerExperience



Profitability
Sociability
Based on Hart Cooper (2001)
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Simplifying the Organisational Health Framework
Morale
we actually control those things that make the
most difference to wellbeing and performance
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Research evidence
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Even more research evidence
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Improving service delivery
Linking wellbeing and service delivery in a call
centre environment
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StaffWell-Being
CustomerExperience
Leadership
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Organisational climate and safety behaviours
Neal, Griffin Hart (2000) Safety Science
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Days compensated after back injury
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23
48
42
42
-22
-20
67
Hart, Norris, Wearing, McMurray, Disler
Malinovskaya (1997) University of Melbourne
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Return to work after back injury
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48
47
50
41
-28
-31
-38
80
Hart, Norris, Wearing, McMurray, Disler
Malinovskaya (1997) University of Melbourne
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Putting the pieces together
There are no magic silver bullets when it comes
to improving organisational health.
Nevertheless, we can develop a set of principles
and practical tools that enable us to structure
our thinking and improvement activities.
Energy Enthusiasm Pride Passion
Empathy Clarity Engagement Learning
Core Business Change Management Development People
a strategic approach focuses on the causes, not
the symptoms
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Dynamic equilibrium theory of stress
Stress is a systemic concept that may be observed
when two conditions are met
a state of disequilibrium exists within the
system of variables relating people to their
environment and this state of disequilibrium
brings about change in peoples normal levels of
psychological well-being.
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Practical definitions
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Emotion is the key to staff wellbeing
Go, go, go ...
Utopia
Presenteeism
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Police experiences and their wellbeing
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Consulting through balloons and weights
By focusing on the actual experiences that an
employee has had over the past 1-2 months, it is
possible to identify the key factors that
contribute to staff wellbeing and overall
performance without loading the dice through
a checklist or questionnaire.
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Key drivers of motivation and wellbeing
Causes
Employee Development Co-worker Interaction Feedbac
k Goal Alignment Participative
Decision-Making Role Clarity Supportive
Leadership Work Demands
50 of Individual Morale 85 of Workgroup
Morale 80 of Workgroup Distress 45 of
Individual Distress
Explains
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Building a quality organisational culture

• Research in a wide variety of private and public
  sector organisations demonstrates that the
  following four cultural pillars underpin
  wellbeing, motivation and performance in all
  organisations
• Empathy (Supportive Leadership)
• Clarity (Role Clarity)
• Engagement (Teamwork, Empowerment, Ownership)
• Learning (Feedback, Employee Development)
• Importantly, the relative strengths and
  weaknesses across these four pillars differs
  across teams. This indicates that improvement
  strategies have to be tailored to the specific
  needs of individual teams.

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Building the culture that underpins high
performance
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30
40
IndividualMorale
24
40
33
47
72
22
45
56
WorkplaceMorale
44
38
33
-41
39
WorkplaceDistress
40
66
59
29
-42
33
-55
30
IndividualDistress
-21
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Understanding what is most important
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What is behind supportive leadership a
transformational approach
Focus on Core Business Builds Own
Skills Is Entrepreneurial Creates a Quality
Environment Provides Direction Effectively
Manages Projects
Focus on Development Coaches Staff Effectively
Manages Change Values Training Development
Focus on People Manages People Seeks
Feedback Builds Relationships Supports Staff
Supportive Leadership being approachable knowing
the problems staff face supporting
staff communicating well with staff can be
relied upon
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Moving toward an emotional intelligence framework

Research in a wide variety of private and public
sector organisations demonstrates that the
following four cultural pillars underpin
engagement and performance in all
organisations Empathy the extent to which
workgroup leaders understand the needs of
workgroup members Clarity the extent to which
workgroup members have a sense of purpose and
know what is expected of them Engagement the
extent to which workgroup members collaborate,
share ideas and solve problems together, leading
to shared Goal Alignment of workgroup
goals Learning the extent to which workgroup
members feel their efforts are being recognised
and their capability is being developed through
appropriate learning and development
opportunities These four pillars underpin
Goleman, Boyatzis and McKees (2002) emotional
intelligence approach to leadership - their six
styles of leadership include visionary, coaching,
affiliative, democratic, pacesetting and
commanding.
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Why are the four pillars of culture so important?
Wellbeing Motivation
Customer Experience
SalesPerformance
LoyaltyBehaviours
AbsenceCost
Retention
the leader and cultural behaviours that form the
foundations of engagement and performance
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Behaviour change the difficult part when
improving wellbeing
Bringing about a change in the factors that
contribute to employee wellbeing is not
straightforward. Pre and post-test evidence,
from a range of different improvement programs
over the past 17 years, has demonstrated that
action-learning programs that focus on behaviour
change have the greatest chance of success.
Minimum chance of success Building knowledge
(e.g., sharing ideas, reflection, one-off
training days, etc) Maximum chance of
success Changing behaviour (i.e., if behaviour
does not change, improvement does not occur)
People can see and experience behaviour change in
others, but they cant always see and experience
change in other peoples knowledge!
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Key questions of leaders coming into the program
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Improving the four pillars will reduce workers
compensation costs
1,378,783 saving over three years in one
worksite of 80 people!
Change Program
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Key learnings
There is no magic silver bullet that will
enable us to improve wellbeing and performance.
However, there are common factors in the leader
and cultural behaviours that underpin success in
all organisations
Distress and morale are central to staff
well-being The quality of the organisational
climate you create is criticalto staff
well-being and organisational performance Empathy,
Clarity, Engagement, and Learning is the key to
success High performing workgroups can only be
established by workingcollaboratively to build
an engaging environment that motivatesemployees
and delivers core business results Action-learning
is the best way to create new behavioural habits
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