post 3Workplace Wellbeing Employee Training

Workplace Wellbeing Institute's Mindfulness in the Workplace 2-Day Training program operates on both a Psycho-Educational and Experiential Learning Format and consists of 2-Parts;

Part 1: Development of individual awareness and knowledge of the history, nature, empirical research, scientific definitions, and the psychological, psychosocial, emotional, mental and physical impacts of Workplace Stress, Burnout, Compassion Fatigue, Vicarious Trauma and Secondary Traumatic Stress.

Development of individual awareness and knowledge of the links between working with clients/students who have a personal and family history of trauma and the potential onset and development of Workplace Stress, Burnout, Compassion Fatigue, Vicarious Trauma and Secondary Traumatic Stress.

Development of individual awareness and knowledge of the early warning signs and symptoms of Workplace Stress, Burnout, Compassion Fatigue, Vicarious Trauma and Secondary Traumatic Stress.

Development of individual awareness and knowledge of the potential impacts on organisations, senior management and work teams when employees develop symptoms of Workplace Stress, Burnout, Compassion Fatigue, Vicarious Trauma and Secondary Traumatic Stress.

Part 2: Individual coaching and development of Mindfulness Practices, as the basis of Wellbeing Practices to minimise, manage and effectivel cope with Workplace Stress, Burnout, Compassion Fatigue, Vicarious Trauma and Secondary Traumatic Stress through the establishment of Workplace Wellbeing, Compassion Satisfaction, Workplace Resilience and Alturism

These simple, effective, evidenced-based, cost-efficient, proactive and preventative Mindfulness & Wellbeing Practices & Strategies are all scientifically validated, evidence- based treatments from internationally recognised experts in the fields of Mindfulness & Mindsight, Mindfulness-Based Stress Reduction, Positive Psychology, Positive Emotions & Happiness, Positive Education, Healthy & Respectful Interpersonal Relationships, Compassion Fatigue Prevention and Trauma Healing. Namely, Drs Dan SiegelMartin Seligman, Barbara Fredrickson, Shelly Gable, Mark Williams, Jon Kabat-Zinn, John Gottman, Charles Figley, Beth StammEric Gentry). These Mindfulness & Wellbeing Practices & Strategies form the basis of Workplace Wellbeing Institute's Workplace Wellbeing Programs. Put simply, Workplace Wellbeing Programs provide the foundation of an individual's Self-Care Practices.

 Workplace Wellbeing Organisational Training:

Naturally, employee training is only half of the equation in establishing and maintaining effective Workplace Wellbeing Programs. The additional half of the equation is generated from the organisation by committing to, and an adoption and maintenance of, a workplace culture that is truly supportive of Workplace Wellbeing Programs. This needs to occur throughout the senior echelons of the organisation, from the management board, senior managers, human resources personnel, supervisors and team leaders, in order for the initial and continuing success of a Workplace Wellbeing Program.

To assist your organisation in establishing and maintaining effective Workplace Wellbeing Programs, Workplace Wellbeing Institute can customise the training to accommodate the size, demographic, client-base and existing workplace culture of your organisation. In addition to the basic training Workplace Wellbeing Institute can also assist your organisation in the Implementation, Evaluation, Monitoring and Supervision of Workplace Wellbeing Programs; as well as ongoing training, coaching and supervision of your organisation's Workplace Wellbeing Officers and Workplace Wellbeing Teams.

So what are the benefits for organisations and workplaces in the adoption of Workplace Wellbeing Programs?

Evidenced-Based and Empirical Researched Benefits of Workplace Wellbeing Practices and Programs include (Children's Trauma Institute, 2011; Queensland Government, 2014; The Royal Australasian College of Physicians, 2012, 2013a, 2013b); 

For Employers
For Employees
  • Improved employee job satisfaction, morale and productivity
  • Improved physical and mental wellbeing and resilience
  • Improved employee engagement
  • Improved health awareness and knowledge
  • Increased creativity and innovation
  • Increased work enjoyment and fulfilment
  • Increased attraction and retention of staff
  • Improved workplace interpersonal relationships
  • Improved workplace relations
  • Improved personal interpersonal relationships 
  • Improved corporate/organisation public image and profile
  • Increased energy and vitality
  • Reduced sickness-related absenteeism
  • Improved sense of work-life balance
  • Reduced presenteeism (health-related work impairment)
  • Improved concentration and productivity
  • Reduced workplace injury and workers compensation claims and costs
  • Improved client communication and relationships

References

Children's Trauma Institute, (2011). The Resilience Alliance: Promoting Resilience and Reducing Secondary Trauma among Child Welfare Staff. Retrieved from http://www.nrcpfc.org/teleconferences/2011-11-16/Resilience_Alliance_Participant_Handbook_-_September_2011.pdf
Queensland Government (2014). Work Health and Safety Queensland. Department of Justice and Attorney General. Retrieved from http://www.deir.qld.gov.au/workplace/workers/healthy-workers/benefits/index.htm#.Uyo9n_aKCP8
The Royal Australasian College of Physicians (2012). Australian and New Zealand consensus statement on the health benefits of work. Position statement: Realising the health benefits of work. The Royal Australasian College of Physicians Division of Australasian Faculty of Occupational and Environmental Medicine. Retrieved from http://www.racp.edu.au/page/racp-faculties/australasian-faculty-of-occupational-and-environmental-medicine
The Royal Australasian College of Physicians (2013a). Improving workforce health and workforce productivity: A virtuous circle. The Royal Australasian College of Physicians Division of Australasian Faculty of Occupational and Environmental Medicine. Retrieved from
http://www.racp.edu.au/page/racp-faculties/australasian-faculty-of-occupational-and-environmental-medicine
The Royal Australasian College of Physicians (2013b). What is good work? The Royal Australasian College of Physicians Division of Australasian Faculty of Occupational and Environmental Medicine. Retrieved from http://www.racp.edu.au/page/racp-faculties/australasian-faculty-of-occupational-and-environmental-medicine
Definition of Terms

WELLBEING: In a general sense, Fredrickson and Losada (2005) speak about Wellbeing as similar to the concept of flourishing; when optimal human functioning occurs producing a predominance of goodness, growth, generativity and resilience. Within workplace settings, Bowles (2009) and Roach (2005) both conclude that wellbeing is connected to personal growth, professional development and professional expertise that is obtained from emotional, mental, physical, social, vocational, and spiritual pursuits and activities. Leading therapeutic wellness and wellbeing practice researcher and clinician, Jane Myers and her colleagues, define Wellbeing and Wellness as; a life-orientation toward optimal health and wellbeing that includes an integration of mind, body and spirit within the context of human communities and natural environments (Myers & Sweeny, 2008; Myers, Luccht & Sweeny, 2004; Myers, Sweeny & Wimter, 2000).

COMPASSION SATISFACTION: Compassion satisfaction is derived from the pleasure from being able to do your work well and is consistently connected to a sense of altruism (Stamm, 2010). High levels of Compassion Satisfaction are a key to generating an employee's sense of Wellbeing and Resilience as well as reducing levels of Compassion Fatigue and Burnout (Conrad & Kellar-Guenther, 2006; Porges, 2010). When employees have high levels of Compassion Satisfaction they take pleasure from helping others, feel positively about their colleagues and workplaces and gain a sense of even contributing to the greater good of society (Stamm, 2010).

RESILIENCE: Competent functioning despite exposure to high levels of risk or adversity. Resilience is not static or fixed and may be impacted by changing risk and protective factors at different ages and developmental stages (Hunter, 2012). Resilience is a heterogeneous, multilevel process that involves individual, family and community-level risk and protective factors (Cicchetti, 2010). The capacity of a system to absorb disturbance, undergo change and still retain essentially the same function, structure, identity, and feedbacks (The Resilience Alliance, 2011).

VICARIOUS RESILIENCE: The process of clinicians learning about overcoming adversity from the trauma survivors they work with and the resulting positive transformation and empowerment in those clinicians through their empathy for and interaction with clients (Hernández, Gangsei & Engstrom D, 2007, 2010).

 ALTURISM: A motivational state with the ultimate goal of increasing another's welfare. Altruism acts in a way that benefits another. Altruism involves other-interest rather than self-interest (Batson, 2008).

WORKPLACE/WORK-RELATED/JOB STRESS: Occurs when an employee feels that the demands of their role are greater than their abilities or resources to do the work. One of the key concerns related to workplace stress is that when it is prolonged or excessive, it can be a risk factor for developing a mental health condition such as anxiety or depression (Heads Up, 2014).

COMPASSION FATIGUE: Compassion Fatigue results from the exposure to other's traumatic events as a result of your work (Stamm, 2010). This can then result in an extreme state of tension and preoccupation with the suffering of those being helped to the degree that it is traumatising for the helper (Figley, 2005). It is a function of bearing witness to the suffering of others and often results from the very act of being compassionate and empathic (Figely, 2002, 2005). The concern for both employees and employers is as Figley (2002) elaborates, compassion fatigue, like any other kind of fatigue, reduces our capacity or our interest in bearing the suffering of others. Stamm (2010) states that Compassion Fatigue consists of two core components, Secondary Traumatic Stress and Burnout.

SECONDARY TRAUMATIC STRESS: Secondary Traumatic Stress is the natural consequent behaviours and emotions resulting from knowing about a traumatising event experienced by a significant other—the stress resulting from helping or wanting to help a traumatised or suffering person (Figley, 2002). Secondary Traumatic Stress can cause symptoms such as exhaustion, overwhelm, inability to sleep, forgetfulness, and an inability to separate one's private life and their life as a helper(Stamm, 2010). Secondary Traumatic Stress can also produce symptoms very similar to posttraumatic stress disorder (PTSD) (Figley, 2005).

BURNOUT: The majority of people have an intuitive idea what burnout is. From the research perspective, burnout is associated with feelings of hopelessness and difficulties in dealing with work or in doing your job effectively (Stamm, 2010). Burnout is gradual in onset and can reflect the feeling that your efforts make no difference and can frequently be associated with a very high workload or a non-supportive work environment (Stamm, 2010). Maslach, Schaufeli and Leiter (2001) state that burnout results from prolonged responses to chronic emotional and interpersonal stressors on the job, and is defined by the three dimensions of Exhaustion, Cynicism, and Inefficacy.

VICARIOUS TRAUMA: Vicarious Trauma is closely related to both Compassion Fatigue and Secondary Traumatic Stress and is often used interchangeably (Stamm, 2010). Pearlman and Mac Ian (1995) term Vicarious Trauma as the transformation that occurs within the professional carer/helper relationship with their client that is a direct consequence of their empathetic interaction with their client's trauma experiences and history. Saakvitne and Pearlman (1996) describe Vicarious Trauma as the transformation of the clinician/helper/professional caregiver's inner experience as a direct result of empathic engagement with their client's trauma material.

References
Batson, C. D. (2008). Empathy-Induced Altruistic Motivation. Prosocial Motives, Emotions, and Behaviour. March, 2-32. Retrieved from http://portal.idc.ac.il/en/symposium/herzliyasymposium/documents/dcbatson.pdf
Bowles, V. W. (2009). Compassion satisfaction, compassion fatigue, and burnout: A survey of CACREP counselling interns' perceptions of wellness. (Doctoral dissertation, Virginia Polytechnic Institute and State University, 2009). Retrieved from http://scholar.lib.vt.edu/theses/available/etd-
Cicchetti, D. (2010). Resilience under conditions of extreme stress: A multilevel perspective. World Psychiatry, 9(3), 145–154.
Conrad, D. & Kellar-Guenther, Y. (2006). Compassion fatigue, burnout, and compassion satisfaction among Colorado child protection workers. Child Abuse and Neglect, 30(10), 1071-1080.
Figley,C. R. (2002). Compassion fatigue: Psychotherapist's chronic lack of self-care. Psychotherapy in Practice, 58(11), 1433-1441.
Figley, C. R. (2005). Compassion Fatigue: An Expert Interview With Charles R. Figley, MS, PhD. Retrieved from http://www.medscape.com/viewarticle/513615
Fredrickson, B. L. & Losada, M. F. (2005). Positive affect and the complex dynamics of human flourishing. American Psychologist, 60, 678-686.
Heads Up. (2014). Staying mentally healthy at work. Retrieved from http://headsup.org.au/taking-care-of-myself-at-work/staying-mentally-healthy-at-work
Hernandez, P., Gangsei, D. & Engstrom, D. (2010). Exploring the impact of trauma on therapists: Vicarious resilience and related concepts in training. Journal
of Systemic Therapies, 29(1), 67-83.
Hernández P, Gangsei D, Engstrom D. (2007). Vicarious resilience: a new concept in work with those who survive trauma. Family Process, 46(2):229-241.
Hunter, (2012). Is resilience still a useful concept when working with children and young people? Australian Institute of Family Studies. Retrieved from http://www.aifs.gov.au/cfca/pubs/papers/a141718/cfca02.pdf
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
Myers, J. E., Luccht, R. M., & Sweeny, T. J. (2004). The factor structure of wellness: Re-examining theoretical models underlying the wellness evaluation of lifestyle (WEL) and the five-factor Wel. Measurement and Evaluation in Counselling and Development, 36(4), 194-208.
Myers, J. E., Sweeny, T. J., & Thomas, J. (2008). Wellness counselling: The evidence base for practice. Journal of Counselling and Development, 86(4), 482-493.
Myers, J. E., Sweeny, T. J., & Wimter, J. M. (2000). The wheel of wellness counselling for wellness A holistic model for treatment planning. Journal of Counselling and Development, 78(3), 251-266.
Pearlman, L. A., & Mac Ian, P. S. (1995). Vicarious Traumatisation: An empirical study of the effects of trauma work on trauma therapists. Professional Psychology: Research and Practice, 26(6), 558-565.
Porges, S. W. (2010). The early development of the autonomic nervous system provides a neural platform for social behaviour: A poly-vagal perspective. Retrieved from http://ccf.nd.edu/assets/32275/porges.pdf
Roach, L. (2005) The influence of counsellor education program on counsellor wellness. (Doctoral dissertation, University of Central Florida, 2005). Retrieved from http://etd.fcla.edu/CF/CFE0000432/Roach_Leila_F_200505_PhD.pdf
Saakvitne, K.W. & Pearlman, L. A. (1996). Transforming the Pain: A Workbook on Vicarious Traumatization. New York/ W.W. Norton
Stamm, B.H. (2010). The concise manual for the professional quality of life scale (ProQOL) (2nd ed.). Retrieved from www.proqol.org/
The Resilience Alliance (2011). About RA. Retrieved from www.resalliance.org/index.php/about_ra