CHCMGT005 Facilitate workplace debriefing and support processes APPENDIX 1 WORK RELATED STRESS PREVENTION RISK MANAGEMENT WORKSHEET RISK MANAGEMENT WORKSHEET STEP 1 Identify potential work related stress hazards STEP 2 Assess work related stress risks STEP 3 Control work related stress risks Date Section work area Management Representatives Employee Mark potential stress hazards in the workplace complete during discussions consultation process For marks in STEP 1, go to STEP 2 Record when, how often and over what period of time work related stress risks occur Assess whether there are any interim measures can be implemented immediately Prioritise risks in the order that they will be dealt with in the short term, medium term, and long term Proceed to STEP 3 Consult employees and their HSRs to decide on measures to eliminate or reduce work related stress risks Develop an action plan with targets to show how risk control measures will be implemented, resourced, and monitored include dates on which actions will be implemented and who is responsible for all actions STEP 1 Identify potential work related stress hazards STEP 2 Assess work related stress risks STEP 3 Control work related stress risks Task design a mismatch between qualifications experience and the demands of the job fragmented or meaningless work lack of variety other (describe) Workload work pace lack of control over work methods, pace and or rate work overload or underload high work rate or time pressures other (describe) STEP 1 Identify potential work related stress hazards STEP 2 Assess work related stress risks STEP 3 Control work related stress risks Role in the organisation role or task uncertainty role conflict responsibility beyond the individual's capacity to cope other (describe) Work context hazardous work poor communication on workplace issues dealing with difficult clients customers violence and threats of violence other (describe) Physical work environment and equipment poor workplace layout lack of space excessive noise and or other environmental stressors (e g vibration, extreme heat cold) inadequate equipment other (describe) Degree of control low participation in decision making lack of control over work methods and scheduling of work other (describe) STEP 1 Identify potential work related stress hazards STEP 2 Assess work related stress risks STEP 3 Control work related stress risks Organisational function and culture poor management of organisational change poor communication within the workplace rigid work practices people unable to work out their own solutions to the day to day problems they encounter in the workplace a non supportive work culture where concerns and requests are dismissed other (describe) Work schedule shift working disruption to body processes inflexible work schedules unpredictable working hours long or unsocial hours other (describe) Management of work poor leadership supervision arrangements performance management arrangements inadequate information, instruction and or training other (describe) Employment status job insecurity career uncertainty or stagnation lack of reward, recognition, status low social value of the work other (describe) STEP 1 Identify potential work related stress hazards STEP 2 Assess work related stress risks STEP 3 Control work related stress risks Relationships at work bullying and harassment poor relationship with co workers and superiors interpersonal conflict physical or social isolation lack of opportunity to be consulted lack of social support other (describe) APPENDIX 2 CHECKLIST WORKPLACE MANAGEMENT STANDARDS CHECKLIST Checklist to assist in identifying the type of adjustments that can be made to meet the Management Standards Standard to aim for Potential adjustments to meet the standard Select those that apply Proposed action action taken DEMANDS Employees indicate that they are able to cope with the demands of their jobs and systems are in place locally to respond to any individual concerns Should can tasks be redesigned or reallocated Can adjustments (temporary or permanent) be made to working hours or patterns Can changes be made to the way resources are managed or allocated Should further training be provided Can changes be made to the work environment equipment Review workflow properties and deadlines Are breaks and annual leave taken Other Standard to aim for Potential adjustments to meet the standard Select those that apply Proposed action action taken CONTROL Employees indicate that they are able to have a say about the way they do their work and systems are in place locally to respond to any individual concerns Should the job design be altered to give more control over the pace, organisation or location of the work Can adjustments be made to working hours or patterns Can further training be provided Can more autonomy over deadlines and priorities be given more forward planning of deadlines Other Standard to aim for Potential adjustments to meet the standard Select those that apply Proposed action action taken SUPPORT Employees indicate that they receive adequate information and support from their colleagues and superiors and systems are in place locally to respond to any individual concerns Are opportunities available to raise and resolve issues Are systems in place to give and receive regular feedback Do employees know how to access information, policies and procedures relevant to their concerns Do employees know how to access the resources necessary to do their job Should further training be provided Do employees know how to access support systems provided by the University Do employees have a supportive working environment with open communication encouraged Other Standard to aim for Potential adjustments to meet the standard Select those that apply Proposed action action taken ROLE Employees indicate that they understand their role and responsibilities and systems are in place locally to respond to any individual concerns Are opportunities available to raise and resolve issues Is the job design clear Are there conflicting demands which could be minimised Are systems in place to give and receive regular feedback Are clear objectives set and policies and procedures communicated Are there clear lines of communication and line management structure Other Standard to aim for Potential adjustments to meet the standard Select those that apply Proposed action action taken RELATIONSHIPS Employees indicate that they are not subjected to unacceptable behaviours, e g bullying at work and systems are in place locally to respond to any individual concerns Are opportunities available to raise and resolve issues Is conflict identified and addressed at an early stage Do employees know where to find information, policies, and procedures relevant to their concerns Do employees know how to access support systems provided by the University Other Standard to aim for Potential adjustments to meet the standard Select those that apply Proposed action action taken CHANGE Employees indicate that the organisation engages them frequently when undergoing an organisational change and systems are in place to respond to any individual concerns Are employees consulted on proposed changes in a timely manner where possible Are employees provided with information to help understand the reasons for change, if required Are systems in place to provide employees with information on the probable impact of change on their jobs Are systems in place to make employees aware of timescales for change Can further training be provided Do employees know how to access support systems provided by the University Other APPENDIX 3 Session Plan Program Title Session Duration Objective Aids Resources Topics Content Methods of delivery Time What you are going to cover How you are going to cover it Timeframe APPENDIX 4 MENTALLY HEALTHY WORKPLACE ACTION PLAN action plan based on your business needs The Heads Up action plan is a simple, free tool that helps you develop a tailored strategy to make your workplace more mentally healthy While you can develop your action plan in a matter of minutes, we strongly recommend that you take the time to get input from your staff as part of the process Based on what you tell us about your workplace, you'll get a range of recommended actions that you can then tailor further to suit your needs You can share responsibilities by assigning each action to someone in your organisation and setting time frames for completion Although you can access the tool without registering, joining Heads Up means you can save and revisit your action plan As you start implementing your actions over the next few months, you can review your progress and check off actions Make sure you share your plans and how you're getting on with your employees and seek their feedback If you do join Heads Up and create an action plan, we recommend that two people within your organisation have access to the log in details so the organisation's action plan can still be accessed if one person leaves Visit Developing a Mental Health Strategy for guidance and ideas on preparing, implementing and reviewing your action plan, as well as tips for engaging your employeeshttps www headsup org au healthy workplaces strategies for healthy workplaces action plan Step 1Identify priority areas The first step is to tell us about how your workplace is doing across three priority areas awareness and stigma support for staff with mental health conditions and specific risk factors that can affect the mental health of employees Based on your selection, the tool will suggest a number of actions for your personalised plan You can further tailor your plan by adding and removing actions, for example if you want to focus on a specific issue within your workplace 1 Increasing awareness and reducing stigma How aware is your organisation team of the following Awareness level Mental health conditions At any given time, around one in five Australians is experiencing a mental health condition, most commonly anxiety and depression Understanding the signs and symptoms is an important first step, as well as where to get support 1 2 3 Low Medium High Roles and responsibilities relating to mental health in the workplace Creating a mentally healthy workplace is everyone's responsibility Across your organisation, managers, employees, your human resources team and senior leaders all have specific roles to play 1 2 3 Low Medium High Benefits of mentally healthy workplaces The benefits of mentally healthy workplaces can be seen at a range of levels individual, organisational, financial and legal As well as being more productive, a positive working environment can improve employee morale and engagement and reduce staff turnover 1 2 3 Low Medium High Your business' commitment to a mentally healthy workplace Part of creating a mentally healthy workplace is getting your people on board How will you communicate with your employees, clients and wider community, and get their feedback 1 2 3 Low Medium High Ways to reduce stigma in the workplace The stigma associated with mental health conditions often prevents people from seeking support Do you speak openly about mental health in the workplace, as you would physical health 1 2 3 Low Medium High 2 Supporting individuals with mental health conditions What level of support and training does your organisation provide Awareness level Helping employees with mental health conditions While most people with anxiety or depression are able to keep working, some may need changes to the workplace or job to help them continue in their role Employers have an important role to play in ensuring that employees are supported to remain at or return to work 1 2 3 Low Medium High Helping employees have a conversation with someone they're concerned about Do people in your workplace feel comfortable checking in with each other Providing emotional support is about being willing to talk about what is going on, how the person feels and their options for support 1 2 3 Low Medium High Making adjustments to job roles Reasonable adjustments are changes in the workplace that can support someone with a mental health condition stay at or return to work Speak to the person to find out what will help Common adjustments include allowing time off to attend appointments with health professionals, adjusting working hours, avoiding unnecessary shift changes and avoiding assigning new tasks 1 2 3 Low Medium High Supporting staff with mental health conditions stay at or return to work A good plan to help someone stay at or return to work will provide clarity on roles, responsibilities and strategies to support their recovery It's important to develop the plan together, discussing any barriers to their recovery, how often to stay in touch if they are going to be absent from the workplace, and what sort of ongoing support would be helpful e g regular catch ups, access to EAP, a mutually agreed monitoring process for signs of relapse 1 2 3 Low Medium High 3 Reducing risks to mental health in the workplace What are the potential risks to mental health in your workplace (select all that apply) Challenging work hours Demanding deadlines and targets Heavy workloads High emotional demands High physical demands High mental demands Low levels of control Lack of role clarity Low levels of recognition and reward Poorly managed change Bullying and poorly managed relationships Discrimination What do these mean Because every workplace is unique, the number and type of risk factors can vary These often influence each other, and the likelihood of stress is greater when a number of factors occur together A key part of building supportive, productive work environments is about identifying and taking steps to improve the issues causing stress APPENDIX 5 IMPLEMENTATION ACTIONS Now that you have identified priority areas in your workplace, it's time to start implementing actions to address them Actions can be assigned to team members Increasing awareness and reducing stigma Action item Increase awareness of mental health conditions By whom Assign the action to Provide information to everyone in the workplace about mental health conditions prevalence, signs and symptoms, and available services and support This might include putting pamphlets fact sheets in staff rooms and on noticeboards, or links to Heads Up resources on the intranet Action item Increase awareness of people's roles and responsibilities By whom Provide information to all employees regarding their specific roles and responsibilities relating to mental health This might cover areas such as work health and safety, discrimination, privacy and taking care of their own mental health, and should be tailored for different levels and specific job functions Induction or refresher training is an ideal time to ensure everyone knows what is expected of them Action item Increase awareness of the benefits of mentally healthy workplaces By whom Provide information to staff, managers, and senior management about the benefits of mentally healthy workplaces Action item Increase awareness of your business's commitment to creating mentally healthy workplaces By whom Engage your employees let them know what you're proposing and seek their input Action item Reduce stigma By whom Promote the personal stories of people who have experienced and recovered from a mental health condition Supporting individuals with mental health conditions Action item Encourage employees with mental health conditions to seek treatment and support early By whom Assign the action to Provide information about available services and support, such as info lines or your Employee Assistance Program, to encourage people to seek treatment and support early Action item Increase the skills and confidence of everyone in the workplace to have a conversation with someone they are concerned about By whom Promote free resources to help your employees have a conversation if they're worried about a colleague Action item Speak to your employee to find out what changes will help By whom Make changes in the workplace to support someone with a mental health condition stay at or return to work Common adjustments include allowing time off to attend appointments with health professionals, adjusting working hours, avoiding unnecessary shift changes and avoiding assigning new tasks Action item A good plan should be developed together with the employee to provide clarity on roles, responsibilities and strategies to support their recovery By whom Develop and implement return to work or stay at work plans, tailored for the employee's needs Reducing risks to mental health in the workplace Action item Monitor and manage work hours and schedules By whom Assign the action to If employees are regularly working long hours, taking work home or working through breaks, address the issue directly and look at your resourcing levels Action item Ensure achievable deadlines and targets By whom Encourage employees to speak up at an early stage if they feel their tasks are excessive and to seek guidance about priorities Action item Avoid excessive workloads By whom Regularly review employee workloads at team meetings and during formal and informal catchups Action item Manage high emotional demands By whom Provide additional training and support to client facing employees, such as those who work with patients, customers, children, passengers, or guests Action item Manage high physical demands By whom Ensure employees take regular breaks away from physically demanding work and where practicable rotate repetitive tasks between people Action item Manage high mental demands By whom Provide time to talk through problems, promote an 'open door' policy and deal sensitively with employees who are experiencing problems Action item Increase job control By whom Give employees a chance to have input into how tasks are completed and more control over the method and order of their tasks Action item Ensure clarity on job roles By whom Ensure that all employees have an up to date job description which includes role purpose, reporting relationships and key duties expected of them Action item Reward effort and recognise achievements By whom Provide regular performance feedback Recognise whenever a task is done well and give constructive feedback on areas for improvement Action item Ensure good change management By whom Communicate with employees about the background and reasons behind the change Action item Ensure a zero tolerance approach to bullying By whom Develop formal and informal confidential complaint handling processes for employees to report inappropriate behaviour Deal with any cases of bullying or harassment quickly Action item Prevent discrimination By whom Provide gender and sexual diversity, cultural and disability awareness training for staff and managers APPENDIX 6 SUICIDE RESPONSE PLAN This plan outlines the essential tasks for the first 24hours and should be used by the EmergencyResponseTeam (ERT) to guide their rolesandresponsibilities INFORM SUPPORT MANAGE STAFF WHO STAFF WHO EMERGENCY RESPONSE TEAM WHO Inform staff ASAP and keep them wellinformed about all available information regarding the suicide and the response plan (inclusive of staff on leave) Identify and plan support for staff at risk Undertake self care Debrief everyday Identify a self care activity for each member Discuss coping mechanisms Watch for signs of vicarious trauma Ensure that staff can take a break from the response if required Inform staff of the option of not being involved if their own wellbeing is at risk Encourage staff to contact Employee Assistance Program if they require additional support Inform staff of support they can access (Employee Assistance Program) Inform staff of identified liaison person Inform staff that the STAFF will be notified in small groups via script Provide staff with the details of the information being provided to families and young people Check in with staff at the start and end of the day for wellbeing and consistent messaging INFORM SUPPORT MANAGE Families WHO Families WHO Social Media WHO Inform the families of close friends and vulnerable young people to ensure support at home Establish a line of support with the family of the deceased young person Consider the impact of social media Inform families via letter email to give them immediate and accurate information about the school's response to the suicide Gather and protect young person's belongings If the use of social media escalates distress consider intervening Provide families with contact information for support for them and their children Resources needed Be You Suicide Response Toolkit Scripts and templates Encourage families in the school community to access mental health services and referral pathways if needed Use social media for consistent messaging around help seeking and information sharing Determine time, location, and personnel for a family information and support session Consult with Be You team for ongoing management of social media APPENDIX 7 CRITICAL INCIDENT REPORT EMPLOYEE Date of the incident Time of the incident Location (include address where applicable) Name of person completing form Position of person completing form Contact no Employees Volunteers Management Committee members involved in incident 1 Name Age 2 Name Age 3 Name Age Clients or community members involved in incident 1 Name Age 2 Name Age 3 Name Age Description of incident and background (relevant Information leading up to the incident, circumstances, whether the incident was witnessed and other relevant issues) Who was informed of the incident (Manager, Police, Fire Brigade etc) 1 2 Actions taken to date (including date and time of contact that Manager and other agencies were informed, as well details of support provided) 1 2 3 Follow up action planned 1 2 3 Critical incident report form authorised by (Signature of Employee) Date (Signature of Manager) Date

The Answer is in the image, click to view ...

Question: CHCMGT005 - Facilitate workplace debriefing and support processes APPENDIX 1 - WORK-RELATED STRESS PREVENTION: RISK MANAGEMENT WORKSHEET RISK MANAGEMENT WORKSHEET STEP 1 Identify potential work-related

CHCMGT005 - Facilitate workplace debriefing and support processes

APPENDIX 1 - WORK-RELATED STRESS PREVENTION: RISK MANAGEMENT WORKSHEET

RISK MANAGEMENT WORKSHEET
STEP 1 Identify potential work-related stress hazards	STEP 2 Assess work-related stress risks	STEP 3 Control work-related stress risks
Date:	Section/work area:	Management Representatives:
Employee
Mark potential stress hazards in the workplace - complete during discussions/consultation process For marks in STEP 1, go to STEP 2	Record: when, how often and over what period of time work-related stress risks occur Assess whether there are any interim measures can be implemented immediately Prioritise risks in the order that they will be dealt with in the short term, medium term, and long term. Proceed to STEP 3	Consult employees and their HSRs to decide on measures to eliminate or reduce work-related stress risks. Develop an action plan with targets to show: how risk control measures will be implemented, resourced, and monitored. include dates on which actions will be implemented and who is responsible for all actions.
STEP 1 Identify potential work-related stress hazards	STEP 2 Assess work-related stress risks	STEP 3 Control work-related stress risks
Task design a mismatch between qualifications/experience and the demands of the job fragmented or meaningless work lack of variety other (describe):
Workload/work pace lack of control over work methods, pace and/or rate work overload or underload high work rate or time pressures other (describe):

STEP 1 Identify potential work-related stress hazards	STEP 2 Assess work-related stress risks	STEP 3 Control work-related stress risks
Role in the organisation role or task uncertainty role conflict responsibility beyond the individual's capacity to cope other (describe):
Work context hazardous work poor communication on workplace issues dealing with difficult clients/customers violence and threats of violence other (describe):
Physical work environment and equipment poor workplace layout lack of space excessive noise and/or other environmental stressors (e.g. vibration, extreme heat/cold) inadequate equipment other (describe):
Degree of control low participation in decision-making lack of control over work methods and scheduling of work other (describe):

STEP 1 Identify potential work-related stress hazards	STEP 2 Assess work-related stress risks	STEP 3 Control work-related stress risks
Organisational function and culture poor management of organisational change poor communication within the workplace rigid work practices - people unable to work out their own solutions to the day-to-day problems they encounter in the workplace a non-supportive work culture where concerns and requests are dismissed other (describe):
Work schedule shift working - disruption to body processes inflexible work schedules unpredictable working hours long or unsocial hours other (describe):
Management of work poor leadership supervision arrangements performance management arrangements inadequate information, instruction and/or training other (describe):
Employment status job insecurity career uncertainty or stagnation lack of reward, recognition, status low social value of the work other (describe):
STEP 1 Identify potential work-related stress hazards	STEP 2 Assess work-related stress risks	STEP 3 Control work-related stress risks
Relationships at work bullying and harassment poor relationship with co-workers and superiors interpersonal conflict physical or social isolation lack of opportunity to be consulted lack of social support other (describe):

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APPENDIX 2 CHECKLIST - WORKPLACE MANAGEMENT STANDARDS CHECKLIST
Checklist to assist in identifying the type of adjustments that can be made to meet the Management Standards
Standard to aim for:	Potential adjustments to meet the standard:	Select those that apply	Proposed action/action taken:
DEMANDS Employees indicate that they are able to cope with the demands of their jobs; and systems are in place locally to respond to any individual concerns.	Should/can tasks be redesigned or reallocated?
Can adjustments (temporary or permanent) be made to working hours or patterns?
Can changes be made to the way resources are managed or allocated?
Should further training be provided?
Can changes be made to the work environment/equipment?
Review workflow/properties and deadlines?
Are breaks and annual leave taken?
Other?
Standard to aim for:	Potential adjustments to meet the standard:	Select those that apply	Proposed action/action taken:
CONTROL Employees indicate that they are able to have a say about the way they do their work; and systems are in place locally to respond to any individual concerns.	Should the job design be altered to give more control over the pace, organisation or location of the work?
Can adjustments be made to working hours or patterns?
Can further training be provided?
Can more autonomy over deadlines and priorities be given - more forward planning of deadlines?
Other?

Standard to aim for:	Potential adjustments to meet the standard:	Select those that apply	Proposed action/action taken:
SUPPORT Employees indicate that they receive adequate information and support from their colleagues and superiors; and systems are in place locally to respond to any individual concerns.	Are opportunities available to raise and resolve issues?
Are systems in place to give and receive regular feedback?
Do employees know how to access information, policies and procedures relevant to their concerns?
Do employees know how to access the resources necessary to do their job?
Should further training be provided?
Do employees know how to access support systems provided by the University?
Do employees have a supportive working environment with open communication encouraged?
Other?
Standard to aim for:	Potential adjustments to meet the standard:	Select those that apply	Proposed action/action taken:
ROLE Employees indicate that they understand their role and responsibilities; and systems are in place locally to respond to any individual concerns.	Are opportunities available to raise and resolve issues?
Is the job design clear?
Are there conflicting demands which could be minimised?
Are systems in place to give and receive regular feedback?
Are clear objectives set and policies and procedures communicated?
Are there clear lines of communication and line management structure?
	Other?

Standard to aim for:	Potential adjustments to meet the standard:	Select those that apply	Proposed action/action taken:
RELATIONSHIPS Employees indicate that they are not subjected to unacceptable behaviours, e.g. bullying at work; and systems are in place locally to respond to any individual concerns.	Are opportunities available to raise and resolve issues?
Is conflict identified and addressed at an early stage?
Do employees know where to find information, policies, and procedures relevant to their concerns?
Do employees know how to access support systems provided by the University?
Other?

Standard to aim for:	Potential adjustments to meet the standard:	Select those that apply	Proposed action/action taken:
CHANGE Employees indicate that the organisation engages them frequently when undergoing an organisational change; and systems are in place to respond to any individual concerns.	Are employees consulted on proposed changes in a timely manner where possible?
Are employees provided with information to help understand the reasons for change, if required?
Are systems in place to provide employees with information on the probable impact of change on their jobs?
Are systems in place to make employees aware of timescales for change?
Can further training be provided?
Do employees know how to access support systems provided by the University?
Other?

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APPENDIX 3 - Session Plan
Program Title
Session Duration
Objective
Aids / Resources
Topics/Content	Methods of delivery	Time
What you are going to cover?	How you are going to cover it?	Timeframe

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APPENDIX 4 MENTALLY HEALTHY WORKPLACE ACTION PLAN
action plan based on your business needs The Heads-Up action plan is a simple, free tool that helps you develop a tailored strategy to make your workplace more mentally healthy. While you can develop your action plan in a matter of minutes, we strongly recommend that you take the time to get input from your staff as part of the process. Based on what you tell us about your workplace, you'll get a range of recommended actions that you can then tailor further to suit your needs. You can share responsibilities by assigning each action to someone in your organisation and setting time frames for completion. Although you can access the tool without registering, joining Heads Up means you can save and revisit your action plan. As you start implementing your actions over the next few months, you can review your progress and check off actions. Make sure you share your plans and how you're getting on with your employees and seek their feedback! If you do join Heads Up and create an action plan, we recommend that two people within your organisation have access to the log in details so the organisation's action plan can still be accessed if one person leaves. Visit Developing a Mental Health Strategy for guidance and ideas on preparing, implementing and reviewing your action plan, as well as tips for engaging your employeeshttps://www.headsup.org.au/healthy-workplaces/strategies-for-healthy-workplaces/action-plan
Step 1Identify priority areas The first step is to tell us about how your workplace is doing across three priority areas - awareness and stigma; support for staff with mental health conditions; and specific risk factors that can affect the mental health of employees. Based on your selection, the tool will suggest a number of actions for your personalised plan.You can further tailor your plan by adding and removing actions, for example if you want to focus on a specific issue within your workplace.
1. Increasing awareness and reducing stigma
How aware is your organisation/team of the following...	Awareness level
Mental health conditions At any given time, around one in five Australians is experiencing a mental health condition, most commonly anxiety and depression. Understanding the signs and symptoms is an important first step, as well as where to get support.	1	2	3
Low	Medium	High
Roles and responsibilities relating to mental health in the workplace Creating a mentally healthy workplace is everyone's responsibility. Across your organisation, managers, employees, your human resources team and senior leaders all have specific roles to play.	1	2	3
Low	Medium	High
Benefits of mentally healthy workplaces The benefits of mentally healthy workplaces can be seen at a range of levels - individual, organisational, financial and legal. As well as being more productive, a positive working environment can improve employee morale and engagement and reduce staff turnover.	1	2	3
Low	Medium	High
Your business' commitment to a mentally healthy workplace Part of creating a mentally healthy workplace is getting your people on board. How will you communicate with your employees, clients and wider community, and get their feedback?	1	2	3
Low	Medium	High
Ways to reduce stigma in the workplace The stigma associated with mental health conditions often prevents people from seeking support. Do you speak openly about mental health in the workplace, as you would physical health?	1	2	3
Low	Medium	High
2. Supporting individuals with mental health conditions
What level of support and training does your organisation provide?	Awareness level
Helping employees with mental health conditions While most people with anxiety or depression are able to keep working, some may need changes to the workplace or job to help them continue in their role. Employers have an important role to play in ensuring that employees are supported to remain at or return to work..	1	2	3
Low	Medium	High
Helping employees have a conversation with someone they're concerned about Do people in your workplace feel comfortable checking in with each other? Providing emotional support is about being willing to talk about what is going on, how the person feels and their options for support.	1	2	3
Low	Medium	High
Making adjustments to job roles Reasonable adjustments are changes in the workplace that can support someone with a mental health condition stay at or return to work. Speak to the person to find out what will help. Common adjustments include allowing time off to attend appointments with health professionals, adjusting working hours, avoiding unnecessary shift changes and avoiding assigning new tasks.	1	2	3
Low	Medium	High
Supporting staff with mental health conditions stay at or return to work A good plan to help someone stay at or return to work will provide clarity on roles, responsibilities and strategies to support their recovery. It's important to develop the plan together, discussing any barriers to their recovery, how often to stay in touch if they are going to be absent from the workplace, and what sort of ongoing support would be helpful e.g. regular catch-ups, access to EAP, a mutually agreed monitoring process for signs of relapse.	1	2	3
Low	Medium	High
3. Reducing risks to mental health in the workplace
What are the potential risks to mental health in your workplace? (select all that apply)
Challenging work hours	Demanding deadlines and targets	Heavy workloads	High emotional demands
High physical demands	High mental demands	Low levels of control	Lack of role clarity
Low levels of recognition and reward	Poorly managed change	Bullying and poorly managed relationships	Discrimination
What do these mean? Because every workplace is unique, the number and type of risk factors can vary. These often influence each other, and the likelihood of stress is greater when a number of factors occur together. A key part of building supportive, productive work environments is about identifying and taking steps to improve the issues causing stress.

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APPENDIX 5 IMPLEMENTATION ACTIONS

Now that you have identified priority areas in your workplace, it's time to start implementing actions to address them. Actions can be assigned to team members.

Increasing awareness and reducing stigma.
Action item: Increase awareness of mental health conditions	By whom Assign the action to:
	Provide information to everyone in the workplace about mental health conditions - prevalence, signs and symptoms, and available services and support. This might include putting pamphlets/fact sheets in staff rooms and on noticeboards, or links to Heads Up resources on the intranet
Action item: Increase awareness of people's roles and responsibilities	By whom
	Provide information to all employees regarding their specific roles and responsibilities relating to mental health. This might cover areas such as work health and safety, discrimination, privacy and taking care of their own mental health, and should be tailored for different levels and specific job functions. Induction or refresher training is an ideal time to ensure everyone knows what is expected of them.
Action item: Increase awareness of the benefits of mentally healthy workplaces	By whom
	Provide information to staff, managers, and senior management about the benefits of mentally healthy workplaces
Action item: Increase awareness of your business's commitment to creating mentally healthy workplaces	By whom
	Engage your employees - let them know what you're proposing and seek their input
Action item: Reduce stigma	By whom
	Promote the personal stories of people who have experienced and recovered from a mental health condition
Supporting individuals with mental health conditions.
Action item: Encourage employees with mental health conditions to seek treatment and support early	By whom Assign the action to:
	Provide information about available services and support, such as info lines or your Employee Assistance Program, to encourage people to seek treatment and support early
Action item: Increase the skills and confidence of everyone in the workplace to have a conversation with someone they are concerned about.	By whom
	Promote free resources to help your employees have a conversation if they're worried about a colleague
Action item: Speak to your employee to find out what changes will help.	By whom
	Make changes in the workplace to support someone with a mental health condition stay at or return to work. Common adjustments include allowing time off to attend appointments with health professionals, adjusting working hours, avoiding unnecessary shift changes and avoiding assigning new tasks
Action item: A good plan should be developed together with the employee to provide clarity on roles, responsibilities and strategies to support their recovery.	By whom
	Develop and implement return to work or stay at work plans, tailored for the employee's needs
Reducing risks to mental health in the workplace
Action item: Monitor and manage work hours and schedules	By whom Assign the action to:
	If employees are regularly working long hours, taking work home or working through breaks, address the issue directly and look at your resourcing levels
Action item: Ensure achievable deadlines and targets	By whom
	Encourage employees to speak up at an early stage if they feel their tasks are excessive and to seek guidance about priorities
Action item: Avoid excessive workloads	By whom
	Regularly review employee workloads at team meetings and during formal and informal catchups
Action item: Manage high emotional demands	By whom
	Provide additional training and support to client-facing employees, such as those who work with patients, customers, children, passengers, or guests
Action item: Manage high physical demands	By whom
	Ensure employees take regular breaks away from physically demanding work and where practicable rotate repetitive tasks between people
Action item: Manage high mental demands	By whom
	Provide time to talk through problems, promote an 'open door' policy and deal sensitively with employees who are experiencing problems
Action item: Increase job control	By whom
	Give employees a chance to have input into how tasks are completed and more control over the method and order of their tasks
Action item: Ensure clarity on job roles	By whom
	Ensure that all employees have an up-to-date job description which includes role purpose, reporting relationships and key duties expected of them
Action item: Reward effort and recognise achievements	By whom
	Provide regular performance feedback. Recognise whenever a task is done well and give constructive feedback on areas for improvement
Action item: Ensure good change management	By whom
	Communicate with employees about the background and reasons behind the change
Action item: Ensure a zero-tolerance approach to bullying	By whom
	Develop formal and informal confidential complaint handling processes for employees to report inappropriate behaviour. Deal with any cases of bullying or harassment quickly
Action item: Prevent discrimination	By whom
	Provide gender and sexual diversity, cultural and disability awareness training for staff and managers

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APPENDIX 6 SUICIDE RESPONSE PLAN
This plan outlines the essential tasks for the first 24hours and should be used by the EmergencyResponseTeam (ERT) to guide their rolesandresponsibilities.
INFORM	SUPPORT	MANAGE
STAFF	WHO	STAFF	WHO	EMERGENCY RESPONSE TEAM	WHO
Inform staff ASAP and keep them wellinformed about all available information regarding the suicide and the response plan (inclusive of staff on leave)		Identify and plan support for staff at risk		Undertake self-care: Debrief everyday Identify a self-care activity for each member Discuss coping mechanisms Watch for signs of vicarious trauma Ensure that staff can take a break from the response if required
Inform staff of the option of not being involved if their own wellbeing is at risk		Encourage staff to contact Employee Assistance Program if they require additional support
Inform staff of support they can access (Employee Assistance Program)		Inform staff of identified liaison person
Inform staff that the STAFF will be notified in small groups via script		Provide staff with the details of the information being provided to families and young people
		Check in with staff at the start and end of the day for wellbeing and consistent messaging
INFORM	SUPPORT	MANAGE
Families	WHO	Families	WHO	Social Media	WHO
Inform the families of close friends and vulnerable young people to ensure support at home		Establish a line of support with the family of the deceased young person		Consider the impact of social media
Inform families via letter/email to give them immediate and accurate information about the school's response to the suicide		Gather and protect young person's belongings		If the use of social media escalates distress consider intervening
Provide families with contact information for support for them and their children Resources needed: Be You Suicide Response Toolkit: Scripts and templates		Encourage families in the school community to access mental health services and referral pathways if needed		Use social media for consistent messaging around help seeking and information sharing
		Determine time, location, and personnel for a family information and support session		Consult with Be You team for ongoing management of social media

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APPENDIX 7 CRITICAL INCIDENT REPORT-EMPLOYEE:

Date of the incident

Time of the incident

Location (include address where applicable):

Name of person completing form

Position of person completing form

Contact no

Employees/Volunteers/Management Committee members involved in incident:

Name

Age

Name

Age

Name

Age

Clients or community members involved in incident:

Name

Age

Name

Age

Name

Age

Description of incident and background (relevant Information leading up to the incident, circumstances, whether the incident was witnessed and other relevant issues):

Who was informed of the incident (Manager, Police, Fire Brigade etc)?

Actions taken to date: (including date and time of contact that Manager and other agencies were informed, as well details of support provided):

Follow up action planned:

Critical incident report form authorised by:

(Signature of Employee)

Date

(Signature of Manager)

Date

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