Wellbeing - Migration Copy

INDICATORS

One of the most critical aspects of mental health awareness is the integration of research and practice, and the promotion of measurable indicators is perhaps the most important issue.

This learning bite focuses on identifying indicators of mental health issues in residential building projects and how they impact project outcomes.

Previously, we have covered physical and mental health concepts on-site, the conceptual basis for mental health promotion, as well as the employers' responsibility in New Zealand for wellbeing.

The burden of depression and other mental health conditions is increasing, significantly impacting on health, society, human rights and economies globally.

We know that depression impacts over 300 million people and is the leading cause of disability and a major contributor to the overall global burden of disease. ^{(Ref: World Health Organisation, 2016).}

This section of your studies provides an overview of various research on the promotion of mental and physical health and wellbeing. It covers various theoretical approaches for identifying strategies to outline staff indicators. This makes potentially what is offered here an approach that could be instigated on your daily site project.

Despite varying opinions on workplace monitoring systems among practitioners and researchers, it is important for employees to adhere to the policies and systems set forth by their employers. While these indicators serve as a surveillance tool to aid colleagues, they should not be solely relied upon as the ultimate measure of performance.

These identification attitudes are meant to indicate a person's overall wellbeing, knowledge of depression and anxiety, personal mental distress, and connectedness, rather than a clinical diagnosis.

STAFF EMOTIONAL INDICATORS

Related to overall physical and mental wellbeing at work, staff and teammates' emotional indicators at work refer generally to the observable signs or physical expressions of the employees' emotional states and overall wellness at work.

These indicators are crucial for supervisors and managers to monitor and keep an eye on, as they can provide insight into the overall health and satisfaction of the individual.

Monitoring and addressing these emotional indicators can help the company create a supportive work environment, identify potential issues early on, and then implement the relevant strategies to improve the employees' wellness.

Regular check-ins and open communication between teammates can contribute to the identification of these personal emotions.

When reviewing an individual's emotional state at work, there are Negative and Positive emotional indicators to represent the opposite ends of the spectrum.

However, these indicators positive and negative can manifest in various ways and provide insights into an individual’s condition.

Taken from ‘Yoursapp.com for business’, examples of “negative” staff emotions related to wellness at the workplace could include:

EXPRESSIONS OF FEAR

Stress is our body's natural response to any kind of demand placed on it. When we sense a threat, our natural responses are triggered, which leads to an increase in our heart rate, and blood pressure. If these levels are left unmanaged, stress by teammates can take a toll on their physical and mental health.

As mentioned by the World Health Organization, heightened stress levels are “triggered when tasked with responsibilities surpassing their knowledge, abilities, and coping skills on the job”.

These signs of staff stress levels could occur on-site when there is a deficiency in communication and a lack of support from teammates and supervisors.

Aggression from fear

Signs of onsite aggression by teammates can manifest itself in many ways, you know your staff. It may however be overt, such as yelling or physical aggression, or more subtle, such as over-protecting micromanaging or passive-aggressive comments from apprentices or sub-contractors.

Aggression of any sort can be directed at specific people or groups, or it can be generalised hostility. No matter how it appears, workplace aggression poses a significant concern that can adversely affect morale, productivity, and safety. If not addressed, it may escalate to violence, and even result in incidents of sexual harassment or assault.

ANGER AND ANXIETY

In the construction industry, workplace frustration may arise from irritation, outrage, or a sense of injustice of some sort during their daily duties, prompting workers or staff to adopt a forceful approach to address issues. This can then manifest itself in actions that are more destructive than required, potentially worsening the situation rather than resolving it. Therefore, recognising these individual signs is imperative for managers and supervisors to have an awareness of. Potential signs could include:

• Increased tension and hostility
• Disruptive behaviour
• Frequent arguments
• Frequent complaints
• Destruction of property
• Increased safety violations

Understanding who and what makes your workers angry can be the first step to preventing full-on emotional outbursts by your staff.

On your site projects you might find that your workers might require support in recognizing the factors that provoke their emotions. Through training sessions urge your team to discover methods for managing or diffusing their frustration while maintaining a professional demeanour. This could involve acknowledging their emotions without criticism or redirecting anger through physical activities like exercise.

With such a high prevalence in New Zealand, it's not surprising that workplace anxiety is also common. Staff anxiety may occur due to job insecurity, unrealistic workloads, or conflict with co-workers. In some cases, anxiety can even be caused by the physical environment like light or noise-related. Taken from the World Health Organization, symptoms of anxiety disorders may include racing thoughts, difficulty concentrating, and trouble sleeping which can make it difficult to complete site tasks or interact with others.

Furthermore, workers experiencing heightened anxiety may be more prone to absenteeism, potentially leading to increased sick leave or utilization of off-site work options on build projects.

As a leader or manager, it is important to be aware of the signs of anxiety in your team and take steps to support staff who are struggling. The practice of having open conversations and flexible work arrangements can help staff feel supported and engaged. In addition, anxiety should be talked about.

IRRITABILITY, SADNESS AND HOPELESSNESS

When we look at physical indicators or signs of irritability, sadness, and hopelessness can be observable in various ways on site. It's important to note that these are just signs and not a diagnosis, these signs may not be exclusive to emotional distress and your teammate could just have other potential causes.

However, when these signs are observed in conjunction with other indicators, they may suggest a link to the individual's mental and emotional wellbeing.

Taken from Employsure.com.an some indicators of this type of work depression could include:

• Isolation from colleagues
• Procrastination
• Appearance of tiredness
• Disinterest in tasks
• Forgetfulness
• Irritability
• Lack of confidence
• Increased absences
• Increase in anxiety
• Boredom

It is extremely important to approach any physical signs of staff distress with sensitivity and empathy, as they might indicate that an individual is struggling with personal wellbeing. If you happen to notice such signs in yourself or a teammate, it is advisable to encourage open communication and seek professional support, for instance from mental health professionals or assistance programs.

Mates in Construction: Concentrating. Behaviour that you or a mate might be displaying.

Additional information on signs of depression and anxiety among workers, along with strategies for effective management, can be explored in this Australian support article. This resource delves into symptoms that individuals may encounter and provides insights into some coping mechanisms.

DISCONNECTEDNESS WITHDRAWAL FROM OTHERS

Humans are social beings, and social connections play a role in wellbeing. When an individual starts to withdraw from colleagues, it may suggest a decline in their mental wellness.

Disconnectedness and withdrawal from others can be indicative of emotional indicators related to mental and physical well-being in the workplace for several reasons.

Social isolation can contribute to feelings of loneliness, stress, and anxiety, which can negatively impact both mental and physical wellbeing. If someone is experiencing high levels of stress, burnout, or feeling overwhelmed, they may resort to isolating themselves as a way to deal with these emotions going around their head.

When Individuals facing these challenges and emotions may find it difficult to engage with others and so then may withdraw themselves to cope with their internal struggles.

Mates in Construction: Isolation. Behaviour that you or a mate might be displaying.

Conducting surveys regarding wellbeing is a way to see where staff stand on potential issues without feeling embarrassed. From there, supervisors and managers can analyse the data responses collected and identify any gaps that need to be addressed.

Site meetings and team building activities are a great way for staff and teammates to meet and gather company news and updates in a likeable environment.

Monitoring emotional indicators helps organizations identify potential issues affecting wellbeing and allows for timely interventions. Addressing potential negative indicators and promoting positive ones can in theory contribute to a healthier work environment and hopefully improve staff overall job satisfaction.

Various feedback mechanisms, regular check-ins, and wellness programs could be used on-site to foster positivity and address challenges that may lead to negative indicators.

SITE BEHAVIOURAL INDICATORS:

Site behavioural indicators of staff wellness refer to observable and measurable behaviours that your team members exhibit on site which you can see, reflecting on the state of their health and wellbeing. These visible signs are specific actions that an individually displayed within the project workplace environment.

These indicators can provide insights into the physical, mental, and emotional health of staff members, as well as your overall organizational culture.

Monitoring and analysing these behavioural indicators can help you and your managers assess the effectiveness of your company wellness programs and make informed decisions to either improve or intervene in the work environment.

Taken from the Mental Health Matters- “Re-Mind” website, workers' mental wellbeing exists on a spectrum of signals these visual acts are:
https://mental-health-matters.org/about-mental-health/attitudes-to-mh-issues/the-mental-health-continuum/

By paying attention to these behavioural indicators, organizations can identify areas of improvement in their wellness programs, policies, and overall work culture. It allows for a proactive approach to addressing potential issues and creating an environment that promotes the health and well-being of employees.

SPOTTING JOB CARELESSNESS OR SITE RECKLESSNESS

With figures like this in New Zealand, your site project will probably have a high probability of wellness issues among its employees, so your workplace needs to provide a supportive environment to ensure a healthy and safe work environment. If employees are not well-supported in terms of their physical or mental wellbeing, it can lead to a range of issues that affect job performance and safety on the worksite.

Spotting these behaviours early onsite will help reduce the risk of loss of life due to the hazardous nature of site production, lower the potential staff stress levels, and reduce general burnout.

Elements of Job carelessness or site recklessness can be spotted with regular assessments, safety audits, and staff feedback which can help identify these important indicators and address issues related to actual job carelessness or site recklessness, promoting a safer and healthier work environment for all.

Kirk’s Story: Whatever your industry, we all have mental health. Sometimes it's good, sometimes it's not. And when it's not, it’s important that, like Kirk, we all feel able to talk about it at work.

RISK-TAKING

As we know now ensuring the wellbeing of staff is crucial for creating a positive and productive work environment.

In general, each employee needs three theories at work:

• To be known,
• The jobs they do, need to matter to someone,
• A need to know how they are performing.

When it comes to risk-taking at work in the context of team members' wellbeing, refers to the willingness of individuals to undertake particular site actions or to make decisions that have the potential to impact the physical, mental, or emotional health of the individual.

This ‘negative’ risk-taking can jeopardise the wellbeing of individuals and or other project site members, examples of negative risk-taking may look like:

• Ignoring Safety Protocols,
• Creating unmanageable workloads for themselves or others,
• Setting unrealistic deadlines,
• Disregarding personal mental health issues,
• Creating a hostile work environment,
• Lack of support systems.

It's important to recognize that the specific needs and or risks may vary among project types and individuals. A personalized approach from leaders or managers can enhance the effectiveness of your wellbeing initiatives needs.

THINKING INDICATORS BY INDIVIDUALS

Indicators we have covered of behavioural, emotional and new thinking can vary among individuals and cultures, and it's important to note that everyone is different.

However, through many studies on these issues, there has been some general understanding of some common signs that may suggest someone is experiencing challenges.

The term thinking indicators within individuals looks a bit like this:

• Persistent sadness or mood changes,
• Changes in sleep patterns,
• Changes in appetite or weight,
• Difficulty concentrating,
• Negative self-talk,
• Social withdrawal,
• Loss of interest or pleasure,
• Worry or anxiety.

It's important to note that experiencing one or more of these indicators does not necessarily mean someone has a mental health disorder. However, if these signs persist or interfere with daily life, seeking support from a health professional, counsellor, or healthcare provider is advisable. Early intervention and support can significantly contribute to improved overall wellbeing.

REDUCED CONCENTRATION AND POOR MEMORY

We previously discussed the spectrum of mental wellness indicators. Reduced concentration and poor memory can be categorized as ‘struggling’ indicators for employees.

Poor concentration and the recalling of memory can be indicative of various many factors, including stress, fatigue, anxiety, or any underlying medical conditions the staff member could be experiencing.

However, it's important to consider both physical and psychological aspects when possibly addressing these issues.

For more understanding of these issues, Healthline.com suggest some potential causes and suggestions for addressing reduced concentration and poor memory, in their report “Brain Fog”.

As a supervisor, if you feel that this issue is persisting or worsening, it's crucial to consult with a healthcare professional or refer a staff member for a comprehensive evaluation. These professionals can help determine the underlying causes and recommend appropriate interventions or treatments based on your specific situation.

DIFFICULTY WHEN COMMUNICATING When a team member is present on site and they are experiencing physical or mental health issues, it can be difficult for them to communicate effectively. However, there may be several visual signs that others can observe to indicate that there is a problem. Therefore, colleagues and supervisors need to be attentive and empathetic towards their team members, to recognize and respond appropriately to these signs.

Some visual signs that a team member is struggling with mental health issues and having difficulties communicating could include:

• Avoiding conversations or participation in meetings.
• Difficulty expressing thoughts or ideas clearly.
• Unresponsiveness or minimal verbal communication.

Teammates and supervisors must approach these signs with sensitivity and empathy, offering support and resources for health assistance without judgment or stigma. Encouraging an open and supportive work environment where individuals feel comfortable seeking help is essential for promoting mental well-being on construction sites.

ADDICTION

Addiction is a generic term that describes substance use (alcohol, drugs and tobacco) disorders and gambling disorders.

Addiction is defined as not having control over doing, taking or using something to the point where it could be harmful to a person.

Generally speaking, addiction is an inability to stop using a substance (from tobacco to illegal drugs) or engaging in a behaviour (from gambling and shopping to exercise) despite negative consequences.

Behavioural addiction includes gambling, work, exercise, food, the internet, video games, mobile devices, and shopping.

Substance addiction includes alcohol, illegal or prescription drugs and tobacco.

Continuum of use of a substance refers to levels of use: no use; social use; hazardous use; harmful use, mild substance use disorder; moderate substance use disorder; severe substance use disorder.

Like substance addiction behavioural addiction affects the reward centre of the brain and the impact on the addict and their whānau can be very similar.

Addiction is a complicated condition that affects people of all ages, backgrounds and ethnicities. It’s not fully understood what causes some people to be more prone to addiction than others. Usually, many factors contribute to the condition.

Addiction Issues/disorders
Addiction disorders include gambling disorder; alcohol use disorder, cannabis use disorder, stimulant use disorder, opioid use disorder, polysubstance use disorder, tobacco use disorder, intoxication and withdrawal.

Drugs are chemicals that affect the body and brain. Different drugs can have different effects. Some effects of drugs include health issues that are long-lasting and permanent and can continue even after a person has stopped taking the substance.

SUBSTANCE ABUSE

Building projects are a physically and mentally tough environment, which comes with many safety risks.

In addition to the potential physical hazards on-site, as NZ states show, your team could also be at risk of mental health issues as well.

Your workers will face high-pressure scenarios daily like deadlines, material shortages, and low manpower. Not to mention the physical environment strain of working through the seasons. This hard work can often lead to aches and pains both physically and mentally. Drugs are often turned to as an answer.

Two fast-growing issues relating to mental health are addiction and substance abuse.

These troubles can be caused by and further intensify mental health problems.

Many of the Industry related studies show that people in the building industry are most likely to abuse drugs and have high rates of alcohol use.

There’s a heavy drinking culture associated with building work. And, of course, mental health issues do not do the problem any favours either.

Alcohol and other drugs are a significant issue for many in the construction sector. Branz NZ “Build issue 156” highlights the issues and outlines what the industry is doing to address substance abuse on-site.

WORKPLACE CONSIDERATIONS FOR CHANGE IN MENTAL HEALTH

Despite the proven benefits, many employers are still reluctant to have discussions on mental wellness on-site. Many believe that it can feel too personal, and they may be worried about saying the wrong thing, or not being able to have the answers or knowledge to back it up.

For staff members living with some form of mental or physical illness, it can be equally as difficult they may be worried their employer won't think they're capable of doing their job or they may have concerns that details of problems their experiencing won't stay between employer and staff member.

As quoted from the CHHSNZ report on mental health in construction, has suggested that “employers value team members with experience of mental illness and are wanting to support them in the workplace”.

Starting a conversation about mental health among the team has been shown to lead to collective positivity, including:

• Better physical health,
• Reduced absenteeism,
• Reduced presenteeism - people coming to work and not being able to function effectively,
• Lower staff turnover,
• Improved work performance, motivation, commitment and energy,
• Less tension and conflict, more connectedness, kindness, tolerance and patience.

A positive or "mentally thriving" workplace environment can help people who are going through stress, or any personal factors outside of work.

However, having a poor workplace understanding of mental health can make situations worse.

The Southern Cross Health Society's 'Wellness in the Workplace' survey of 2015 estimated that New Zealand lost approximately 6.7 million working days to absence in 2014. The direct costs of absence alone, most commonly from minor illness, amounted to $1.4545 billion across the economy in 2014. ^{Ref: Southern Cross}

IT IS IN THE LAW

Taken from the CHHSNZ report on mental health on site:

\“Workplaces are legally required to take all practicable steps to ensure the health and safety of their people. Under the Health and Safety at Work Act 2015, workplaces have a role to play in the prevention of harm to all people at work. This includes mental harm caused by work-related stress”.

Implementing company strategies to promote psychological wellbeing and reduce the stigma surrounding mental health will support employees facing these challenges.

Remember workplaces and the staff working in them can create healthier and more productive work environments while also supporting the wellbeing of each employee.

EMPLOYEE PRIVACY

Protection of an employee's personal information regarding their wellness health condition is a core principle of many company procedures.

This privacy law covers personal information, communication, activities, and belongings that pertain to the employer-employee relationship.

Employee privacy in New Zealand is governed by law, and so company policies must comply with its regulations.

These regulations specify what monitoring, surveillance, and access to personal information employers are allowed to have.

It is mandatory for employers across all industries to maintain confidentiality of their employees' wellness and health-related information, both legally and ethically.

This means that only individuals with a legitimate need to know should have access to this confidential information.

In a position of authority, this information should be handled with care to prevent unauthorized disclosure to others.

Overall, respecting your ‘employee/teammates’ privacy related to any form of personal illness is essential for fostering a healthy and inclusive workplace culture where your staff should feel valued, supported, and able to thrive regardless of their health status.

Remember, employees cannot be treated unfairly or discriminated against due to their mental or physical health conditions under New Zealand privacy laws.

“The law of averages suggests that most workplaces will to a lesser or greater degree be affected at some time by an employee’s mental health issue”. The following website post outlines and supports certain approaches and strategies to help manage employees’ Mental Health Issues from a manager's perspective.

WELLNESS DIGNITY AND SAFETY

Dignity and safety are both crucial components of staff wellness in all types of workplaces.

These aspects of wellness at work, encompass respect, and respectful actions by all, fairness, recognition, and protection from harm in both a physical and psychological aspect.

Organizations that prioritize and practice ‘dignity’ and ‘safety’ foster a greater positive work environment where staff members can thrive and contribute their best performance to meet the demands and needs of the company.

On a building site here’s what each component might look like:

DIGNITY

On-site it is treating workers with respect, fairness, and consideration for their rights as human beings.

It would involve creating a work environment where workers are valued, their contributions are recognised, and they are treated with decency and empathy.

This includes providing fair wages, ensuring equal opportunities, and fostering a culture of inclusivity and respect regardless of race, gender, age, health or other personal characteristics.

Dignity also involves protecting workers from harassment, or any form of discrimination.

SAFETY

As we know safety is paramount on all building sites.

So safety on-site related to staff wellness would involve creating a work environment that not only prevents accidents and injuries but also promotes the overall health and well-being of workers.

This could be offering health promotion programs that encourage healthy behaviours among workers, such as nutrition education, and quitting smoking support, recognizing the importance of mental health in staff wellness, providing access to counselling services, employee assistance programs, and resources for managing stress, anxiety, and depression.

As well as having training on protocols and equipment, offering ongoing education on wellness topics such as nutrition, exercise, mental health, and work-life balance.

THE EMPLOYER-EMPLOYEE RELATIONSHIP

The Way We Work, a TED series:

During your daily work practices, there is always an associated relationship between employers and employees when it comes to maintaining positive mental health and wellbeing in the workplace. This mutual relationship around wellness refers to the interaction and dynamics between employers and employees regarding issues that may arise.

In the present era, staff members expect their employers to not only support but also take responsibility for encouraging mental health and wellness in the workplace. This is true, as there are many strategies and procedures that employers can utilize to help with these matters, there are also the legal obligations to create physically and mentally safe working environments.

On the other hand as an employee, it's important to prioritize our physical and mental health and safety. While work is a significant part of our lives, it can sometimes cause us stress and disrupt our work-life balance. To progress confidently in our chosen career path, it's essential to know how to look after our mental health at work. Additionally, we have a responsibility to adhere to the health and safety regulations outlined by our employer as part of our job.

From formal requirements, such as taking set breaks during working hours, to participating in voluntary initiatives, such as internal press-up challenges or walking KM tasks, as a staff member it is recommended to get involved with practices aimed at caring for your mental health.
^{Ref: Hays}

REFERENCES

Websites

World Health Organization: https://www.who.int/
WorkSafe New Zealand: https://worksafe.govt.nz
Site Safe New Zealand: https://sitesafe.org.nz
Re-Mind: By Dr Ashika Pillay: http://www.re-mind.co.za/
Construction Sector Accord: https://www.constructionaccord.nz
Employment New Zealand: https://www.employment.govt.nz/home

Articles

Promoting Mental Health: Concepts, Emerging Evidence, Practice A Report of the World Health Organization: Stephen R Zubrick, Vivianne Kovess-Masfety https://apps.who.int/iris/rest/bitstreams/51372/retrieve#page=169

Yoursapp.com: 8 Negative Emotions in the Workplace and How Managers Can Deal with Them https://yoursapp.com/business/blog/negative-emotions/

Very Well Mind: The Four Fear Responses: Fight, Flight, Freeze and Fawn. https://www.verywellmind.com/the-four-fear-responses-fight-flight-freeze-and-fawn-5205083#:~:text=Fight%2C%20flight%2C%20freeze%2C%20and%20fawn%20are%20how%20our%20brain,an%20appropriate%20and%20healthy%20way.

World Health Organization: Occupational health: Stress at the workplace https://www.who.int/news-room/questions-and-answers/item/ccupational-health-stress-at-the-workplace

Mental Health in Aotearoa: Results from the 2018 Mental Health Monitor and the 2018/19 New Zealand Health Survey https://www.hpa.org.nz/sites/default/files/Mental_Health_Aotearoa_Insight_2020.pdf

Employsure: Depression at Work https://employsure.com.au/guides/workplace-health-and-safety/depression-at-work/

Trends in Wellbeing in Aotearoa New Zealand: 2000-2020

Background Paper for the 2022 Wellbeing Report https://www.treasury.govt.nz/sites/default/files/2022-04/bp-trends-wellbeing-aotearoa-new-zealand-2000-2020.pdf

Wellness in the Workplace SURVEY REPORT 2015 https://businessnz.org.nz/wp-content/uploads/2022/07/Wellness-in-the-Workplace-Survey-Report-2015.pdf

Managing Employees’ Mental Health Issues https://www.heskethhenry.co.nz/insights-opinion/managing-employees-mental-health-issues/

Hays-Working for your tomorrow: Mental Health and Work- is it the employer’s or employee’s responsibility? https://www.hays.net.nz/blog/insights/mental-health-at-work-is-it-the-employer-s-or-employee-s-responsibility-#:~:text=Ultimately%2C%20there%20is%20a%20symbiotic,involved%20in%20the%20programs%20offered.

WHY WELLBEING

Wellbeing is crucial for a fulfilling life, good health, and strong relationships. It enhances physical and mental health, boosts productivity, fosters resilience, and strengthens communities. Prioritizing your wellbeing at home or work leads to happier individuals and contributes to a healthier, and more supportive society to be in.

Whether it is on a construction site or in any other industry, wellness always matters at work. This is because it promotes self-acceptance, a higher quality of life, positive relations, personal growth and a capacity to be able to manage effectively one’s self and your surroundings.

Maslow's Hierarchy of Needs is a psychological theory proposed in 1943 which suggests that human beings have a hierarchy of needs that must be satisfied in a specific order, starting with basic needs and then progressing to higher-level needs all of which provide a framework for understanding human motivation and behaviour.

Understanding these basic staff needs can help your team create a safer work environment, foster staff satisfaction and retention, enhance wellbeing, and contribute positively to the communities in which they operate.

Further information on Maslow’s Hierarchy of needs can be read about below:

WORKPLACE WELLBEING FRAMEWORKS

In today's working enviroment, staff’s wellbeing has now expanded beyond physical wellbeing. This means that the company's wellbeing frameworks have focused more on building a staff collective culture of holistic wellbeing, including physical, emotional, financial, social, career, community, and company purpose.

At the heart of this is the growing need for flexibility in where, when, and how staff members carry out their work.

With this in mind, companies should plan to establish a robust framework around wellness to prioritize staff wellbeing, and enhance company productivity, achieve deadlines, attract and retain good staff members, and foster a positive company culture, becoming one of those companies that people want to work for.

Such wellbeing strategies can help demonstrate care for staff physical and mental health, leading to higher morale, lower absenteeism, and improved overall performance.

From Joshbersin.com, (The next big thing in employee wellbeing) this web article outlines the key components of A Healthy Organisation Framework and what it might look like:

As a team leader, having a comprehensive understanding of a good company wellness program is crucial in order to effectively support your team members' well-being, promote engagement, address their needs, improve their performance, foster cohesion, and reduce absenteeism and turnover.

With this knowledge, you can lead by example, and advocate for necessary changes and relevant strategies, to create then a positive work environment that is conducive to project productivity and collaboration.

STAFF SHOWING NEGATIVE CHANGE

Mental health doesn't just mean you don't have a mental illness (such as depression or anxiety), it is more a state of wellbeing. ^{Ref: Mental Health Foundation}

Poor mental wellbeing can fluctuate without developing a mental illness. The term ‘mental illness’ refers to a condition in which a person experiences symptoms that interfere with their ability to function effectively in various aspects of their life, such as work and relationships.

When you or your staff members find it difficult to participate fully in your daily activities, it could be a sign of mental illness.

As we have covered previously your staff's health affects the project build, and the project build affects the health of your team. It is important for your team members to understand the difference between

• Pressure, which keeps us all going and makes us productive,
• Stress, which makes unmanageable demands that damage both staff, sub-contractors and the company.

It is also important to recognize that an individual's personal life and overall wellbeing can have a huge impact on their performance onsite.

Poor wellbeing can move between having good mental wellbeing and poor mental wellbeing without developing any form of mental illness.

UNDERSTAND WHAT IS SUPPORTIVE

Understanding what effective support is required for your staff's wellbeing involves yourself recognizing and providing the type of support that would be most beneficial and effective for promoting the individual health, happiness, and productivity of your employee.

This would include being aware of factors that can impact the staff's wellbeing, such as workload, job satisfaction, work-life balance, physical health, mental health, and stress levels.

Supportive measures can vary widely depending on the individual and the context in which it is in, but most importantly the first step is to encourage open communication.

When carrying out these talks don't interrupt or rush the conversation.

If you feel they need time to think, sit patiently with them in silence. Most importantly, take what they say seriously.

Try to learn to ask questions to explore further what is going on, for example:

• "Have you spoken to anyone else about this?"
• "What would help you manage the load?"
• "What else is happening for you at the moment?"
• "How do you think you might resolve that situation?"
• "What can we change to make life easier?"

Taken from Construction Health and Safety NZ (CHASNZ) follow the 3 basic steps as to what is supportive.

1. Always try to listen non-judgmentally and see the issue from their perspective.
2. Let them know you’re asking because you're concerned about them.
3. Acknowledge the person's feelings. If they get angry or upset, stay calm and don't take it personally.

A SAFE AND PRIVATE PLACE TO COMMUNICATE

Even though there are numerous advantages to having a happy and healthy workforce, a lot of employers are still hesitant to address wellness and mental health. This is because many managers feel that this subject is too personal and they are afraid of saying the wrong thing or not having the answers.

It can be challenging for staff members or contractors with a wellness condition to communicate with their bosses. They may worry about their employer's opinion of their ability to perform their job effectively and on time. Additionally, they may have concerns about keeping their health information private within their team.

If you notice a team member is struggling, don't ignore it. But be mindful that talking about personal struggles can be difficult and the individual might get emotional, embarrassed or upset.

The following steps can help ensure successful conversations where the needs of both team members and employers are considered:

Before you approach the person ask yourself.	If you are not in a good mental state, ask yourself if having this conversation will be beneficial for all parties involved. Are you willing to be a good listener?
Where and when?	It's important to remember that your initial approach shouldn't be too formal. Take into consideration when the other person would be available to chat. Choose a location where they feel comfortable enough to open up. It's a good idea to take them offsite, such as grabbing a coffee or going to a local park, and make sure the location is private and quiet enough for them to talk freely.
Ways to start the conversation.	Don't worry if you don't quite know what to say. Just by being supportive and listening, you're helping to make a difference. So be as relaxed as possible
Help them open up by asking questions.	As simple as How are you doing?
Mention specific things that have made you concerned for them.	If there are issues that are impacting their productivity such as prolonged absences think about talking about these early on. It's best to address these concerns before they become a bigger problem.
What if the person doesn't want to talk?	Be relaxed if the discussion doesn't go as you'd hoped. If the person doesn't want to speak about it, respect their choice, but leave the door open for further dialogue.

^{Ref: Mental Health in Construction}

SPOTLIGHT ON BURN OUT

‘Staff Burnout’ on a construction project refers to the physical, mental, and emotional exhaustion experienced by workers due to prolonged stress and overwork.

Tradies and sub-contractors often face demanding work schedules, tight deadlines, and physically challenging tasks, which can contribute to ‘burnout’ if not managed properly.

Symptoms of burnout in the context of wellness could include fatigue, lack of motivation, irritability, and decreased productivity.

Burnout can have serious consequences on both the individual's health and safety and the overall efficiency of the building project.

Burnout and other physical or mental illnesses may require different approaches to treatment and management strategies. Understanding these differences can help make more informed decisions on addressing them.

In a nutshell, ‘burnout’ is a syndrome defined as a “result of chronic workplace stress that has not been successfully managed” to which is a powerful warning sign.

Further information on the classification of Burnout is documented on the ‘World Health Organisation’ website.

WORK TOGETHER

As we work in teams on site, we can all take a role in managing each other’s wellbeing by having conversations and having them early enough so that they matter.

As an example, you could start a toolbox talk meeting by checking in with everyone in the room and then asking where they sit on the “thriving to overwhelmed to burnout” continuum.

If they’re in the overwhelmed section, which can be a danger zone, we have talks to ask whether something can be helped, or if they need extra support to get them back to thriving.

This is just one example, and oftentimes it fails to treat the root cause of the problem, like the workload itself, or the workplace culture that wraps around the team, but it is a good starting point.

There can be many resources available associated with supporting mental illness at work, however this may not be present to the same extent as burnout.

Accurately identifying whether someone is experiencing burnout or mental illness can help ensure individuals receive the appropriate support.

Recognizing the signs of burnout early can help prevent it from progressing to a more serious mental health issue. Understanding the differences between the signs of burnout and other wellness illnesses can help individuals and organizations implement strategies to prevent staff burnout.

SIMPLE AS 1,2 & 3

No matter what the wellness issues may be on site, it is important to work collaboratively to find appropriate solutions that work for both you and your teammates.

WORKPLACE RESOURCES

Workplace resources around work wellness refer to the tools, programs, and support systems that the company provides to help staff maintain their physical, mental, and emotional well-being at work.

As a leader of your team, consider the practical support your organization can offer employees to improve their wellness. For instance, does it allow temporary changes in work hours, extended leave, or modifications in duties?

If company resources are limited explore what other support may be available for your workers, for example:

• EAPs (Employee Assistance Programmes)
• Family, whanau, and friends they trust who they can talk to
• Community leaders such as church ministers or local kaumatua
• Their GP
• Other people in their lives such as sports coaches or people that they look up to

^Ref:CHASNZ

Remember that you should try and make reasonable accommodations for your team members if needed. Think about the flexibility you currently have on the building project, sometimes the same adjustments offered for staff with physical health issues may be all that's needed to support other wellness health issues.

You can find more information resources, and advice about healthy workplaces, as well as new framework templates to support businesses like yours work better through wellbeing in the link below.

Note: Employees who feel healthy and supported are more productive, engaged, resilient, creative, and generally perform better.Ref: Business. govt.nz

MENTAL HEALTH SUPPORT AGENCIES

Let’s look at what some of the New Zealand support organisations and what they offer:

COMCARE is an established Mental Health and Housing provider assisting people with mental health or addiction issues to live well in the community. They provide a rich and diverse range of Mental Health Support Services, Housing and Housing Support Services.

MAHITAHI TRUST are a Kaupapa Maori mental health and addictions provider who is committed to helping individuals and whānau achieve wellness through the delivery of Integrated Tikanga Māori services. Their commitment is to improve the well-being of people through the mana enhancing practice of Wairuatanga, Whanauwhānauga, Manaakitanga, Kaitiakitanga, Rangatiratanga, Matauranga, Mahi Ngatahi and Te Ahi Kaa Roa.

SALVATION ARMY Bridge programme provides a range of effective support services that help reduce the harmful effects of alcohol and other drugs in people's lives. The bridge programme provides tāngata whaiora (people seeking wellness) and their whānau (family) with a safe place to belong where personal choice is encouraged and supported. We provide recovery information and practical tools communicated in meaningful ways which are culturally appropriate that support healthy wellbeing. Bridge services are supported by a range of professional kaimahi (staff) who bring a combination of clinical knowledge, cultural worldviews, and lived experience who work with our tāngata and whānau to provide a variety of wrap-around support services.

EMERGE AOTEAROA is a committed Tangata Tiriti organisation and a national provider of mental health, addiction, disability, correction services, well-being, and housing services. It is a not-for-profit organisation providing services across New Zealand.

The core values of the organisation are based on Māori concepts Whakawhānaunga, Manaakitanga, Ako and Whakamana.

PACT is a major provider of community, vocational and residential based intellectual disability, mental health and addictions services across Southland, Otago, West Coast and the Lower North Island. Services offered provide a safe and positive environment where clients are assisted to achieve maximum independence.

WISE TRUST PATHWAYS | MŌ MĀTOU is a leading mental health and addiction service provider, who supports people to live full lives within their communities; hopeful and connected to what matters to them.

PENINA TRUST is a Pacific led NGO (non-government organisation) and hold Faa Pasefika (Pacific Way) at the heart of their values. Understanding that cultural integrity is the foundation on the journey to wellness for communities most in need. Holistic wellness at the core of their work, and they work closely with both the individual, their wider whānau/aiga, communities, other social services and community organisations that support the journey to wellness for clients.

ACCESS TO INFORMATION

In New Zealand, mental health and wellness is important. Various resources and services, such as helplines, websites, and in-person support, are accessible to all to provide assistance and information during these troubled times.

The following resources have been taken and referenced from “Te Whatu Ora-Health in New Zealand”.

DIGITAL TOOLS

GROOV

Groov is an app that you can use to monitor, manage and improve your mental wellbeing by setting daily goals and tracking your progress.
https://www.groovnow.com/

SMALL STEPS

Small Steps are digital tools to help you maintain wellness, find relief, or get help for yourself, friends or whānau.
https://www.smallsteps.org.nz/

HEADSTRONG

Headstrong (including Aroha Chatbot) is a uniquely New Zealand chatbot app designed for young people it feels like talking with a trusted friend. Download it from the app store on your mobile device.
https://www.headstrong.org.nz/

WELLBEING SUPPORT

Wellbeing Support is an online directory to find free mental health and addiction support near you through the Access and Choice programme.
https://www.wellbeingsupport.health.nz/

WEBSITES

With the modern age of phone and internet use, the use of various ‘Wellbeing support’ through internet resources and government websites can be beneficial onsite due to their accessibility, variety, cost-effectiveness, confidentiality, and flexibility.

Educating individuals on various matters can improve team morale as a collective, reduce stress, spark conversations and enhance connectivity among workers, benefiting the projected wellness overall.

Examples of common websites include:

https://chasnz.org/
https://mentalhealth.org.nz
https://www.worksafe.govt.nz/
https://mates.net.nz/
https://www.mbie.govt.nz/
https://www.constructionaccord.nz/

There are many NZ websites to choose from, but visiting any website related to mental and wellbeing illnesses can help improve the stigma associated with them.

RESOURCES

In New Zealand, there is a growing body of literature and research documentation being made available for all, focusing on work wellness and mental health issues in the context of the Building industry.

This literature from various NZ organizations is helping to reduce stigma and improve information access to certain health services. Major government schemes are focusing on reducing the suicide rates on construction sites.

Some key themes throughout this literature include:

• Workers and managers Mental Health Awareness
• Workplace Wellness Programming and schemes
• Allround wellness training
• Staff Management resources and support
• Work Environment semantics
• Cultural Considerations and Traditions.

Overall, there is a growing recognition of the importance of wellness and mental health in New Zealand, with great efforts by all to improve support resources and services for those experiencing health and wellbeing issues.

Remember, having any literature about wellness and mental health on your site can be beneficial for raising awareness among staff, providing education, reducing stigma, preventing potential issues, and creating a supportive environment. Ultimately, it can contribute to a healthier work environment for all.

HELPLINES

Helpline services are available right now in New Zealand that offer support, information and help for you and your parents, family, whānau and friends.

All the services listed below are from the Mental Health Foundation and are available 24 hours a day, seven days a week.

(EAP) EMPLOYEE ASSISTANCE PROGRAMME

In Aotearoa, EAP stands for ‘Employee Assistance Program’.

EAPs are employer-funded programs that provide confidential support services to all staff members who are experiencing personal or work-related problems that may impact their job performance, health, mental well-being, or personal life.

These services provided range from including, counselling, therapy, and referrals to other resources or professionals in their field.

All types of businesses including construction may often use EAPs to support their employees due to the nature of the industry, which can be physically demanding and stressful.

In the building industry, workers may face challenges such as long hours, high-pressure deadlines, physical strain, and exposure to potentially dangerous environments.

These factors can contribute to stress, anxiety, depression, and other mental health issues.

In summary, EAP is a support service provided by employers to help employees facing personal or work-related issues. The EAP service is there to support their workers, who may experience stress, physical strain, and other challenges. The EAP's main goal is to improve staff wellbeing, job satisfaction, and overall productivity.

The following link explains more about how EAP works.

Does your company have EAP?

MAORI AND PASIFIKA HEALTH AND WELLBEING

There has been research carried out, based on data from the New Zealand ‘Attitudes and Values Study’ which was collected in 2019, that found that bilingual Māori and Pasifika individuals reported higher levels of ethnic identity compared to those who were studied that only spoke English.

Bilingualism within individuals was found to moderate the relationship between the importance of ethnic identity and personal self-esteem. Interestingly, this study found that Pasifika individuals who only spoke English had relatively positive and similar levels of wellbeing to those who were bilingual.

However, for Māori individuals, bilingualism appeared to strengthen the relationship between ethnic identity and wellbeing.

Overall, these findings from 2019 have suggested that language plays a significant role in shaping identity and wellbeing for Māori and Pasifika people in New Zealand, with bilingualism potentially offering benefits for ethnic identity and self-esteem.

By implementing cross-culture strategies, you can help create a more inclusive and supportive environment for Māori and Pasifika team members and potentially enhance their sense of identity and wellbeing.

Below are a few examples of how workplaces can help cross-culture among staff members:

• Encourage the learning and use of Māori or Pasifika languages,
• Recognize the importance of language and identity in overall wellbeing,
• Recognize and celebrate the cultural identities of your Māori and Pasifika team members.

FIVE WAYS OF WELLBEING

GOING FORWARD

Forecasting the trajectory of employee wellbeing in New Zealand presents a challenge, but it will undoubtedly be influenced by social, economic, and political factors. Over time, it is probable that there will be an increased focus on mental health assistance in the workplace. This may encompass measures to diminish stigma, facilitate access to counseling resources, and foster awareness through educational initiatives.

As we have found out in this module wellbeing is different for everyone. So what works for you?

Taken from the mental health foundation of New Zealand, states that from international research they have identified five simple things you can do as part of your everyday life, at work and at home to build resilience and boost your wellbeing.

You will already be doing many of these. They’re good science, but not rocket science.

The Five Ways to Wellbeing were developed by the new economics foundation in the UK, based on a review of the international evidence about what boosts our wellbeing and helps us feel good and function well.

The Mental Health Foundation promotes these Five Ways in New Zealand to help educate individuals. So, what are they trying to achieve? In general, it is to feel good most of the time, be able to function well and have strong social connections.

When we have high levels of wellbeing, sometimes called flourishing, we also:

• have better physical health and a longer life expectancy.
• are more engaged and productive at work.
• have stronger relationships.
• have more sense of purpose in life.

Remember our wellbeing is influenced by a range of things including our genetics, what we’ve experienced, and the environments we live and work in.

It is also influenced by the choices we make, the actions we take and the way we think. ^{Ref:Mentalhealth.org.nz}

USING THE FIVE WAYS AT WORK

Thinking about work, ups and downs are a natural part of our work life, some days or weeks will be great, others not so good. Some things are in our control, and some are completely out of our control.

But if you think about the “Five Ways to Wellbeing process” at Work, there are things we can choose to do that will:

• improve our experience of work.
• help us experience more wellbeing feel good, function well and have good relationships.
• help us get through the hard times.

REFERENCES

WEBSITES

Construction Health and Safety NZ: https://chasnz.org/

Mental Health Foundation: https://mentalhealth.org.nz/

Health and Wellbeing: https://www.sadhguruwisdom.org/quotes-zone/quotes/topic/health-wellbeing/

World Health Organisation: https://www.who.int/

Mates in Construction: https://mates.net.nz/

Te Whatu Ora-Health in New Zealand: https://info.health.nz/

ARTICLES

Statistics on mental health and wellbeing in New Zealand workplaces: https://mentalhealth.org.nz/workplaces/statistics-on-mental-health-and-wellbeing-in-new-zealand-workplaces#references

Navigating workload and wellbeing in Aotearoa New Zealand: UMBRELLA WELLBEING REPORT I MAY 2023 https://umbrella.org.nz/umbrellawellbeingreport/

Business.govt.nz: Looking after your employees: https://www.business.govt.nz/wellbeing-support/wellbeing-in-your-business/workplace-wellbeing-policy-builder/

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