Building a psychologically resilient workplace cultureresilient workplace culture

Shailendra Tripathi

National WHS manger

QBE Australia

Opinions Beliefs

Safety Culture

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FeelingsViews

WHS journey

Over the last few decades we have recognised that:

A traditional focus on rules, tools and

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A traditional focus on rules, tools and training is not enough; and

We need to focus on beliefs, values and behaviours.

Why resilience?

Stakeholder behaviour

Workplace demand

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Change Personal factors

Psychological injury

Resilience

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Strong foundation Flexible

Resilience

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Resilience

•I Have•I Am•I Can

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•I Can

Leader’s role

• Risk aware (equipping leaders to recognise signs of stress)

• Asking questions • Listening and responding• Coaching

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• Coaching• Rewarding• Training

Resilient workforce

Resilience is neither ethically good nor bad. It is merely the skill and the capacity to be robust underconditions of enormous stress and

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conditions of enormous stress andchange.

How to build a resilient workforce?

• Engagement and visibility• Simplification of risk management• Near miss reporting• Psychological awareness

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• Psychological awareness• Empowering people• Care factor

Leader’s role

• Message reinforcement• Empowering people• Hold people accountable • Provide support

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• Provide support • Provide conducive environment

Barriers

• Change in leadership• Financial position• Merger and acquisition • Same recipe (loss of appetite)

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• Same recipe (loss of appetite)• Zero injuries (complacency)

How do we get there?

Every one of us is responsible for the

culture, reputation and

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culture, reputation and

environment in which we work.

Thank you

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DisclaimerThis presentation is intended for general education. Please seek policy and legal advice in regards to any matters related to this presentation.

Thank you