11.2.1. Creating a Healthy Organisational Culture
Establishing a healthy work environment involves a combination of policies and practices, operating on multiple levels: organisational values, structural policies, management practice, and workplace culture. A range of mechanisms and approaches can be deployed within an agency to facilitate a healthy organisational culture and support staff wellbeing.
Table 4. Multi-level action to support a healthy environment for staff
| Level | Example mechanisms | Steps to support a healthy environment |
| Organisational values | Agency strategy, mission statement, and core values | Ensure feedback mechanisms cascade upwards in the organisational hierarchyEnsure values and mission align with the actions and beliefs of those delivering frontline services for survivorsCreate mechanisms to feed survivor perspectives into organisational strategy and missionRegularly revisit values and mission during strategy planning |
| Structural policies | Hiring practices, standard contractual terms and conditions, compensation, working hours and leave entitlements | Ensure fair and competitive terms and conditions for employmentProvide remuneration at a rate that reflects the challenging, complex, and specialised nature of the work and ensures suitable living conditions for staffProvide an appropriate number of paid leave days to allow staff time for rest and recreation |
| Management practice | Workload allocation, bonuses and rewards, line management, performance review, and grievance mechanisms | Ensure workload allocations and planning reflects the actual time investment required for tasksIf it is discovered that workload allocation does not accurately reflect actual time required, prompt action should be taken to provide support to overburdened staffEnsure workload allocation enables a healthy working week with appropriate time for rest and recreationEnsure staff are able to take leave entitlements in practiceProvide rewards and bonuses to signal value to staffEnsure grievance mechanisms are functioning effectively to allow staff to comfortably raise concerns both formally and informallyProvide transparency in decision making that affects staff |
| Workplace culture | Staff activities, perks and benefits | Organise team building and fun activities for staff (preferably in work hours)Provide opportunities for professional growth and developmentProvide cultural and spiritual support for staff membersProvide small perks and benefits (tea, coffee, snacks) to show appreciation for staffProvide counselling and psychosocial support for staffEstablish mentoring/coaching with senior staff and peer mentoring programmes for staff |
In general, staff wellbeing and mental health should be assessed continually and in an ongoing manner. This can be done through formal mechanisms (review meetings and counselling appointments) as well as informally through conversation and observation by managers and colleagues. In general, it is advisable that some form of counselling support be available for all staff.
- Organisational and management strategies for reducing risk of, and dealing with, burnout and vicarious trauma
Organisational strategies to create and sustain a healthy workplace culture, identifying, reducing, and addressing risks of burnout and vicarious trauma should include:
- Internal monitoring for burnout and vicarious trauma.
- Positive leadership and management.
- Maximising motivating activities.
- Minimising de-motivating activities.
- Promoting work-life balance.
- Establishing support infrastructure.
- Providing psychological support for burnout and vicarious trauma.
- Supporting staff suffering from burnout or vicarious trauma to create and implement a self-care plan.
