Integrating a High Performance Culture with Employee Mental Health

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The key to a business’s success lies in ensuring employee productivity aligns with organisational objectives. However, these days there is an increase obligation for employers to ensure that they are creating mentally healthy workplaces, where their employees can thrive and achieve their best. To do this, employers must ensure that they work with their employees to proactively minimise psychosocial hazards to create healthy and happy work environments and cultures.

The 2022 Code of Practice, Managing the risk of psychosocial hazards at work, is a practical guide for employers to achieving the standards of health safety and welfare required under the Work Health and Safety Act 2011 (Qld).  Below are some key recommendations for employers to consider as part of their obligations within the Code of Practice, to achieve a high performing culture whilst being considerate of their employee’s mental health.

Cultivating a Supportive Work Environment

Promote an open and accepting culture where employees can comfortably share their challenges without fear of judgment or retaliation. Facilitate regular feedback sessions to ensure open communication lines between managers and employees.

Understanding the Root Cause of Underperformance

Don’t limit your investigation to what surfaces – delve deeper into the reasons behind poor performance. When mental health is a factor, provide support and make necessary adjustments before invoking formal performance procedures.

Fostering Empathetic and Compassionate Leadership

Understand that underperformance often springs from personal issues, work pressures, or existing mental health conditions. Train managers in mental health awareness, proper performance management techniques, effective communication, and compassionate leadership.

Providing Constructive Feedback

Offer clear, specific feedback focused on behaviours and outcomes, not personal attributes. This approach helps employees identify areas of improvement without feeling personally targeted.

Setting Realistic Goals

Ensure targets for improvement are achievable and considerate of the employee’s mental health status. Assist employees in breaking down larger goals into smaller, more manageable tasks.

Ensuring Employee Support and Flexibility

Allow a support person in performance review meetings. Provide access to mental health resources such as counselling, employee assistance programs, and wellness initiatives. As far as possible, introduce flexible working arrangements to help employees manage work-induced stress and maintain a healthy work-life balance.

Continuous Support and Monitoring

Regularly track employee performance and provide ongoing support. Modify performance improvement plans as required, based on employee feedback and new developments.

Addressing Underperformance Considerately

Avoid labelling employees as lazy or unmotivated without comprehending the causes of their underperformance. Encourage the disclosure of health issues affecting performance but do not press them to reveal personal details.

Early Intervention

Act swiftly upon major behavioural changes in employees, like increased absenteeism, lowered productivity, or noticeable stress. Timely intervention prevents larger, more complex issues.

Aligning performance management with mental health support demands a considerate and empathetic approach. By promoting open communication, setting realistic goals, providing necessary resources, and being alert to red flags, employers can ensure performance processes support both productivity and employee mental well-being. This balance is integral to cultivating a positive, productive, and healthy workplace.

If you need advice or assistance about your rights as an employer or employee, contact Preston HR today to speak to one of our expert consultants.