Defence

Wordsmith

 

Getting well, staying well

Ric Smith, Secretary

Good work life balance. It is a phrase we hear frequently around the workplace and it is something that we are all encouraged to achieve. But what does it really mean? And are we achieving it? I am concerned that in today's high tempo work and life environment, many in Defence are sacrificing their own well-being for quick results. To this end, we are not capitalising on our collective efforts as much as we should or could be.

Without engaged and productive personnel, our organisation can not perform at its best. In order to achieve both personal and organisational success, we need to find ways to balance our work life and our home life as much as possible. At its most basic level this includes using personal and long service leave, taking advantage of flexible working hours and encouraging a healthy approach to work loads and priorities.

To me, achieving the right work-life balance is inherently about enjoying both the professional and personal aspects of our lives and being happy in both. It is about the well-being of our staff, at all levels.

Well-being is a multi-dimensional concept that includes good physical and mental health, emotional resilience, social support, institutional support and family support. It is an individual's ability to be productive and contribute positively to their work and personal life.

I would like to think that here in Defence we aim to create an environment where people do their best and that we are an organisation worth belonging to. A professional approach to people issues is critical to success in this objective. It involves creating an appropriate culture, employment conditions, learning and development opportunities, and focussing on people leadership.

The ADF views organisational success in terms of military capability, the ability to deliver combat effect. This of course includes personnel capability. The APS uses the word 'productivity' to describe the extent to which staff add value to the organisation and contribute to its goals.

To our credit, Defence already has a range of policies and programs and other initiatives that address well-being related issues. There are Defence-wide programs designed to ensure that Defence is providing a safe and productive environment for its employees; programs that are designed to specifically meet military, civilian or Group needs; and a range of lower level initiatives designed to meet the requirements of particular groups of people.

Formal initiatives include Results through People, Equity and Diversity, Safety Management and Workplace Health and Safety, Plan on a Page and Performance Appraisal Reports, housing policies, education liaison and support, flexible working arrangements, leave policies, part-time work, and fitness programs. Informal initiatives by groups can include walking programs, flu injections, chaplaincy and counselling support, social club events, fund raising activities, support for the community and mixed sporting activities.

But despite these Defence endorsed programs, recent PMKeys figures show that many Defence staff continue to neglect the personal sphere of their lives. In 2004, annual leave reached an average accrual of 35 days, decreasing typically in December over the Christmas period but only by 2 days. Similarly, 2005 figures show a slightly lower average of 33 days and rising. This indicates that many people are not taking the leave they have earned and need. In the effort to maintain a healthy work-life balance, it is important that staff at all levels make regular and good use of leave entitlements.

In August 2002 the first ADO Well-being Forum was held in support of the Australian Defence Force Mental Health Strategy. Administered by the Directorate of Mental Health, the forum aimed to increase workforce resilience and enhance organisational well-being by facilitating better communication between policy making organisations. A major initiative emerging from the Forum was the compilation of a staff Well-being Handbook. The handbook gives an overview of well-being and points personnel to more sources of information and support through web sites and telephone contacts. The handbook is due to be distributed to all Defence staff in the coming months.

I want to emphasise the integral role that our leadership plays in facilitating organisational well-being. Leaders and managers, both ADF and APS, are responsible not only for their own personal well-being but also for monitoring the well-being of their staff. Without encouragement and support from the top, the well-being initiatives cannot be implemented effectively. To increase organisational output through improving individual capability, a strong commitment to well-being must be established.

Those of us in leadership roles have an obligation to understand, promote and practice required procedures and standards to improve well-being and well-being related activities. We should communicate with staff and supervisors on Defence initiatives that assist employees and supervisors, and provide support for the implementation of those initiatives. To facilitate the match of organisational needs to the personal and professional needs of people we, as part of the Defence management structure, are expected to uphold the principles and provisions of workplace agreements and other supporting policy. We should always acknowledge the contribution of our people and take an interest in them as individuals by providing a supportive and equitable working environment.

I cannot emphasise enough the importance of leadership sponsored well-being programs within our organisation. I encourage everyone to work towards the continued development of individual and organisational well-being. A happy and healthy individual contributes to the continued innovation and productivity of the team - our team - in Defence.

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