2020_Heads Up Research_NSPC14_Paul Vittles

1
25 July 2014
Employer of Choice?
That means you must be a
mentally healthy workplace?!
w w w . i n s t i n c t a n d r e a s o n . c o m

Paul Vittles FMRS FRSA – a bit about me
• 30 years a researcher, FMRS
• Co-founded an HR Research Institute in London in 1987
• CEO of a research business, grew 5 to 50, Investors in People
• Joined ACE and trained as executive coach in 1997
• Moved to Australia in 2005 – for a new challenge!
• Formerly Director of Public Enterprise at Nielsen. Also
Director and Executive Coach at TNS
• Currently Director at Instinct and Reason
• Chairman of the RSA in Australia and New Zealand
• Co-ordinated the RSA’s global conversation on Big Ideas for
Suicide Prevention – and helped generate 10 Big Ideas!
2

Heads Up – the heads up!
• An initiative from beyondblue and the Mentally Healthy
Workplace Alliance
• beyondblue is leading and driving an awareness-raising
campaign plus the provision of practical tools and resources
to help managers
• Heads Up gives us the why (the business case) and the how
(practical steps) for transforming workplace mental health
• If you are not aware, where have you been?!
• If you are not aware, go to the website, look at the
resources, register your interest by clicking Join on the
website, check out the LinkedIn Showcase Page, join the
LinkedIn Group…and grab the opportunity for change!
3

4
Heads Up website
www.headsup.org.au

Heads Up – the research
• beyondblue is carrying out and commissioning a range of
essential research to develop and support Heads Up
• the Instinct and Reason research is part of a wider program
of research initiated by beyondblue
• PwC research provides the business case, cost to the
business community of poor mental health, bottom line
benefits to business of good mental health, and ROI for
businesses investing in mental health
• TNS research provides a useful snapshot of the current state
of workplace mental health in Australia
• this presentation at #NSPC14 focuses on the two studies
carried out by Instinct and Reason
5

What is a mentally healthy workplace?
we need to define the ‘desired state’
6
“A mentally healthy workplace is one that is considered friendly
and supportive, promotes a positive workplace culture, minimises
workplace risks related to mental health, supports people with
mental health conditions appropriately, and prevents
discrimination”
beyondblue and the Mentally Healthy Workplace Alliance
• Answer 1 – discuss!!!
• Let’s see what the research says…
• The discussion continues, eg in the Heads Up LinkedIn
Group, and in your workplace?

7
A
Survey of business leaders, owners,
directors, managers…employers

Approach and survey methodology (employers)
a robust survey of business leaders, owners & managers
8
A 15-minute online survey was carried out between 21 -31 March (primary sample)
and 21 March to 30 April (secondary sample) among 606 business owners, senior
business leaders (C-Suite), other senior leaders and middle managers.
An online survey questionnaire was purpose-designed and developed by instinct and
reason. It was cognitively tested, piloted offline, scripted and programmed online, and
piloted online to ensure it was robust and fit for purpose.
A primary sample (n=370) was bought in from the ORU B2B panel to provide a cross-section
of business owners, leaders, and managers, and to turn the survey around quickly to be
able to support the Heads Up campaign. These respondents were paid for their
participation and have no particular interest in a workplace mental health agenda, so this
provides a good representation from the broad business community.
A secondary sample (n=236) was obtained via direct invites to business owners, leaders,
and managers via databases, business associations, online business media, LinkedIn, etc.
These respondents voluntarily took part (whereas the primary sample were paid to take
part) and have more of an interest in workplace mental health as an issue.

Sample profile
Raw data
9
Segment n= %
Total sample 606 100%
Business owner working in own
business
174 29%
Employed and on the senior
leadership team
139 23%
Employed and report to a member of
the senior leadership team
114 19%
Not reporting to a member of the
senior leadership team but have at
least 5 staff reporting to them
167 28%
None of the above 12 2%
Company director n= %
Executive board member 148 24%
Non-executive board member 65 11%
Not a board member 402 66%
Location of where they work n= %
Across all of Australia 208 34%
ACT 30 5%
NSW 171 28%
NT 5 1%
QLD 95 16%
SA 40 7%
TAS 15 2%
VIC 134 22%
WA 65 11%
Number of employees n= %
Up to 10 employees 186 31%
11-50 employees 113 19%
51-250 employees 120 20%
251-1000 employees 67 11%
1000+ employees 120 20%

Sample profile
Raw data
10
Sector n= %
Total Sample 606 100%
A – Agriculture, Forestry and Fishing 32 5%
B - Mining 13 2%
C - Manufacturing 38 6%
D - Electricity, Gas, Water and Waste 14 2%
E - Construction 28 5%
F - Wholesale Trade 12 2%
G - Retail Trade 46 8%
H - Accommodation and Food Services 12 2%
I - Transport, Postal and Warehousing 20 3%
J - Information Media and
Telecommunications
31 5%
K - Financial and Insurance Services 46 8%
L - Rental, Hiring and Real Estate
Services
10 2%
M - Professional, Scientific and
Technical Services
83 14%
N - Administrative and Support
Services
13 2%
O - Public Administration and Safety 30 5%
P - Education and Training 45 7%
Q - Health Care and Social Assistance 37 6%
R - Arts and Recreation Services 11 2%
Other (please specify) 81 13%
Age n= %
Under 30 38 6%
30-39 132 22%
40-49 167 28%
50-59 168 28%
60-69 85 14%
70+ 16 3%
Gender n= %
Male 357 59%
Female 249 41%

5%
11%
17%
33%
45%
58%
0% 20% 40% 60% 80%
Prefer not to say
None of the above
Have reported to someone with
mental health issues
Have managed someone with mental
health issues
Have worked with someone who had
Have personal experience - myself, my
family or close friends
11
Lived experience of mental health issues
Business leaders, owners & managers
QG3. What experience, if any, have you had with mental health issues? Remember that this is all confidential, and only reported in
aggregate form, ie X% said this.
Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors, managers, Mar/Apr 2014

B3 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree
Mental health is a business issue
12
74 75
60
0
20
40
60
80
100
Mental health problems are a major cause of
sickness and absence from work in Australian
businesses
Mental health problems are a major cost to
Australian businesses in terms of lost
productivity
Australian businesses from workers’
compensation claims
Tend to agree/strongly agree
%

B3 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree)
Mental health is a business issue (cont’d)
13
%
36 38 41
59
51 53
0
20
40
60
80
100
Australian businesses have many more
important issues to think about than their
employees’ mental health
Workplace mental health is a problem but it’s
definitely not a major cost to the business
I’ve no idea what impact mental health issues
have on our business
Tend to disagree/strongly disagree

5
30
41
20
0
20
40
60
80
100
Seen as a big
problem and being
addressed by most
businesses
Seen as a big
problem but not
being addressed by
most businesses
Seen as a problem
but not a high
priority for action
Not really seen as a
problem
B1. To what extent do you think workplace mental health is an issue in Australian businesses?
Priority/urgency snapshot
14
%

B3 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree
Need for Heads Up
15
83
91
76
0
20
40
60
80
100
The Australian business community needs a
campaign to raise awareness of workplace
Australian businesses need practical support in
how to tackle workplace mental health issues
Businesses that invest in workplace mental
health get a good return on their investment
%

we need to define the ‘desired state’ (revisited)
16
“A mentally healthy workplace is one that is considered friendly and
supportive, promotes a positive workplace culture, minimises
discrimination”

B5 To what extent does this describe the reality of your workplace right now?…% Yes definitely, yes probably, probably not, definitely not
Current state v desired state for workplace mental health
17
%
38
31
54
61
0
20
40
60
80
100
Staff with mental health problems, like anxiety or depression, feel
comfortable openly discussing their mental health issues with their
manager
colleagues
Yes probably/yes definitely
Definitely not/probably not

18
%
24 26
70 68
0
20
40
60
80
100
Mental health awareness training is provided for all staff Training is provided for all managers in how to deal with difficult

19
%
41
29
47
63
0
20
40
60
80
100
People with known mental health issues would have an equal chance
of employment or promotion
Managers are supported with briefing papers, tools, templates,
manuals, etc to be able to deal with workplace mental health issues

9
32
36
23
0
20
40
60
80
100
Very well informed Fairly well informed Not that well
informed
Not at all well
informed
B1. How well informed do you feel about current good practice mental health policies and practices in the workplace?
How well informed re current good practice
20
%

Mental health policies and practices right now
21
24%
21%
8%
47%
We have positive mental health
policies and they are effectively
implemented in practice
We have positive mental health
policies but they are not effectively
implemented in practice
We have mental health policies but I
wouldn’t call them positive
I’m not aware of there being any
mental health policies
B4. Which of the following best describes your workplace right now?
Base: Primary sample (n=370) + Secondary sample (n=236) for total of 606 business leaders, owners, directors and managers, Mar/Apr 2014

Approach and survey methodology (employees)
a robust survey of the Australian workforce
23
A 15-minute online survey was carried out between 21 -31 May 2014. Employees
were randomly selected for invites with quotas set by sector, size (number of
employees) and location to achieve a representative sample of 1,025 employees.
An online survey questionnaire was purpose-designed and developed by instinct and
reason. It was cognitively tested, piloted offline, scripted and programmed online, and
piloted online to ensure it was robust and fit for purpose.
The sample was obtained from the Lightspeed panel to provide a cross-section of Australian
employees, and to turn the survey around quickly to be able to support the Heads Up
campaign. The hard quotas by sector, size and location were complemented by soft quotas
for gender and age to ensure a wide spread within the sample, and other key profiling data
was obtained.
There were direct questions about working in a mentally healthy or unhealthy workplace,
whether this had caused them to stay or leave, how important a mentally healthy
workplace is, etc. There were also indirect questions, cross-analysis and methods to analyse
sub-conscious drivers of choice through pairwise and discrete choice modelling. And
respondents did not know that the survey was for beyondblue or about mental health.

Sample profile
Raw data
24
Location where work n= %
Across all of Australia 10 1%
ACT 21 2%
NSW 330 32%
NT 11 1%
QLD 202 20%
SA 82 8%
TAS 15 1%
VIC 299 29%
WA 91 9%
Number of employees n= %
2-19 employees 453 44%
20-199 employees 264 26%
200-499 employees 95 9%
500-999 employees 54 5%
1000+ employees 159 16%
Time with current employer n= %
Less than 6 months 56 5%
6-12 months 66 6%
1-2 years 162 16%
3-5 years 264 26%
6-10 years 257 25%
11-15 years 105 10%
More than 15 years 113 11%
Other (please specify) 2 0.2%
Contractual status n= %
Permanent full-time 615 60%
Permanent part-time 270 26%
Fixed-term contract (for
up to 5 years) 13 1%
Short-term
contract/seasonal
16 2%
Casual/no contract 109 11%
None of the above 2 0.2%

Sample profile
Raw data
25
Sector n= %
B - Mining 9 1%
C - Manufacturing 75 7%
D - Electricity, Gas, Water and Waste 9 1%
E - Construction 115 11%
F - Wholesale Trade 58 6%
G - Retail Trade 112 11%
H - Accommodation and Food Services 79 8%
I - Transport, Postal and Warehousing 59 6%
J - Information Media and
Telecommunications
21 2%
K - Financial and Insurance Services 63 6%
L - Rental, Hiring and Real Estate 41 4%
M - Professional, Scientific and
Technical Services
120 12%
N - Administrative and Support
Services
56 5%
O - Public Administration and Safety 16 2%
P - Education and Training 19 2%
Q - Health Care and Social Assistance 80 8%
R - Arts and Recreation Services 24 2%
T – Not for Profit 22 2%
S - Other Services (please specify) 47 5%
Age n= %
Under 30 136 13%
30-39 228 22%
40-49 222 22%
50-59 280 27%
60-69 146 14%
70+ 13 1%
Gender n= %
Male 488 48%
Female 537 52%

2%
29%
8%
16%
34%
47%
0% 20% 40% 60% 80%
Prefer not to say
None of the above
Have reported to someone with
Have managed someone with mental
health issues
Have worked with someone who had
Have personal experience - myself, my
family or close friends
26
Lived experience of mental health issues
Employees
QG3. What experience, if any, have you had with mental health issues? Remember that this is all confidential, and only reported in
aggregate form, ie X% said this.
Base: Total sample of employees (n=1025)

QE1. How mentally healthy or unhealthy is your current workplace?
Base: Total sample (n=1025)
QE2. What is the impact of working somewhere that is not a mentally healthy workplace on your day-to-day commitment to the job?
Base: Those who consider their workplace to be not mentally healthy (n=215)
15%
38%
26%
16%
5%
0% 20% 40% 60% 80%
Definitely a mentally healthy
workplace
On balance, I would say a
mentally healthy workplace
No opinion either way
On balance, I would say not a
Definitely not a mentally healthy
workplace
27
How mentally healthy is your workplace?
impact on job commitment of an unhealthy workplace
32
25
30
2
3
8
Makes me much less committed
Makes me slightly less committed
Makes no difference to my commitment
Makes me slightly more committed
Makes me much more committed
Don’t know/Can’t say
Impact of working where it IS NOT mentally healthyHow mentally healthy is your workplace?

QE3. What is the impact of working somewhere that is not a mentally healthy workplace on your likelihood of staying with your current employer?
Base: Those who consider their workplace to be not mentally healthy (n=215)
15%
38%
26%
16%
5%
0% 20% 40% 60% 80%
workplace
workplace
28
impact on likelihood of staying in an unhealthy workplace
24%
28%
34%
2%
3%
8%
Makes me much more likely to leave
Makes me slightly more likely to leave
Makes no difference to whether I stay or go
Makes me slightly more likely to stay
Makes me much likely to stay
Likelihood of staying where it IS NOT mentally healthyHow mentally healthy is your workplace?

15%
38%
26%
16%
5%
0% 20% 40% 60% 80%
workplace
workplace
QE4. What is the impact of working somewhere that is mentally healthy workplace on your day-to-day commitment to the job?
Base: Those who consider their workplace to be mentally healthy (n=544)
29
impact on job commitment in a healthy workplace
3%
30%
25%
35%
8%
Makes me less committed
Makes no difference to my commitment
Makes me slightly more committed
Makes me much more committed
Impact of working where IT IS mentally healthyHow mentally healthy is your workplace?

15%
38%
26%
16%
5%
0% 20% 40% 60% 80%
workplace
workplace
30
impact on likelihood of staying in a healthy workplace
QE4. What is the impact of working somewhere that is mentally healthy workplace on your likelihood to stay in the job?
Base: Those who consider their workplace to be mentally healthy sample (n=544)
1%
28%
26%
42%
3%
Makes me less likely to stay
Makes no difference to whether I stay or go
Makes me slightly more likely to stay
Makes me much more likely to stay
Likelihood to stay where IT IS mentally healthyHow mentally healthy is your workplace?

QE8. How likely would you be to look for another job if you felt you were not in a mentally healthy workplace?
Base: Total sample of employees (n=1025) 31
Would workers look for a another job
when in a mentally unhealthy workplace?
7%
31%
38%
17%
7%
Would look for another job
straight away
Would start looking for another
job if things didn’t improve
Not sure whether I would stay or
look elsewhere
Would probably stay and try to
improve the situation
Would definitely stay and try to
improve the situation

QE6. Have you ever stayed longer in a job than you otherwise would have because it was a good environment in terms of workplace
mental health?
QE7. Have you ever left a job because it was a poor environment in terms of workplace mental health?
Staying longer or going sooner
the influence of a good working environment
32
18% 19%
59%
4%
0%
10%
20%
30%
40%
50%
60%
70%
Yes, once Yes, more
than once
No Prefer not to
say
Stayed in the job because good mental health
environment
28%
17%
52%
2%
0%
10%
20%
30%
40%
50%
60%
Yes, once Yes, more
than once
No Prefer not to
say
Left the job because poor mental health
environment

QE9. If you were thinking of leaving your current job for a better situation but then you got a new manager with the kinds of qualities
listed below, what difference do you think it would make, if any?
Impact of a ‘switched on’ manager
on staying in a job
33
7%
7%
7%
7%
5%
5%
6%
6%
25%
26%
27%
23%
23%
22%
22%
28%
68%
67%
66%
70%
72%
73%
72%
66%
Supportive with work performance
Supportive with physical health problems
Supports employees with mental health
problems
Clear guidance on priorities and
expectations
Inspirational leader mapping out your
future
Supports and facilities flexible working to
meet individual needs
Accessible when you need them and will
listen
Actively promotes the mental health of
their staff.
Leave
Neutral
Stay

10%
19%
36%
20%
15%
0% 20% 40% 60% 80%
Definitely opt for a more mentally
healthy workplace
Probably opt for a more mentally
healthy workplace
Not sure which way I would go
Probably opt for the pay rise
Definitely opt for the pay rise
34
Would workers forego a pay rise
for more investment in a mentally healthy workplace?
QE10. If your employer gave you a choice of a 2.5% pay rise or not getting the pay rise and, instead, they invested these funds into
making your workplace more mentally healthy, would you be prepared to forego the 2.5% pay rise for a more mentally healthy
workplace?

7%
9%
24%
21%
39%
0% 20% 40% 60% 80%
Definitely will leave
Probably will leave
Not sure/depends on what happens
Probably will stay
Definitely will stay
35
Likelihood of staying or leaving
in the next 12 months
QA13. How likely are you to stay with your current employer or leave within the next 12 months?

D4. To what extent does this describe the reality in your workplace right now?
A13. How likely are you to stay with your current employer or leave within the next 12 months?
Base: Total sample (n=1025), Leave (n=161), Neutral (n=245), Stay (n=619) 36
Current mental health policies and practices
by whether intend to Stay or Leave
Total Leave Neutral Stay
Yes, definitely 11% 14% 3% 13%
Yes, probably 24% 14% 19% 29%
Probably not 29% 25% 38% 26%
Definitely not 20% 39% 22% 14%
Yes, probably 24% 21% 17% 28%
Probably not 34% 32% 40% 32%
Employees with mental
health problems, like
anxiety or depression,
feel comfortable
discussing their mental
health issues with their
manager
Employees with mental
health problems, like
anxiety or depression,
feel comfortable openly
discussing their issues
with colleagues
We map out in detail what a mentally healthy workplace would be like and then see to what extent these
exist currently. Then analysing by whether employees are planning to leave or stay illustrates what the key
triggers are.

Yes, probably 16% 15% 12% 18%
Probably not 25% 22% 30% 24%
Yes, probably 14% 12% 11% 15%
Probably not 23% 20% 24% 24%
Mental health
awareness training is
provided for all
employees
Training is provided for
all managers in how to
deal with difficult mental
health issues

Yes, probably 22% 24% 17% 23%
Probably not 34% 29% 42% 32%
Yes, probably 17% 13% 16% 18%
Probably not 25% 19% 29% 25%
Managers are supported
with briefing papers,
tools, templates,
manuals, etc to be able
to deal with workplace
People with known
would have an equal
chance of employment or
promotion

Yes, probably 24% 14% 21% 27%
Probably not 29% 31% 34% 26%
Yes, probably 26% 24% 24% 26%
Probably not 25% 22% 29% 24%
Has managers and/or an
HR department that
knows how to support
people with a mental
health condition
Has leaders who are
committed to promoting
the mental health of staff

Yes, probably 28% 30% 29% 27%
Probably not 15% 16% 19% 13%
Yes, probably 31% 33% 33% 30%
Probably not 15% 19% 24% 10%
Has a zero-tolerance
policy for workplace
harassment
Has an anti-bullying
policy

Yes, probably 29% 29% 26% 31%
Probably not 19% 22% 24% 17%
Yes, probably 29% 24% 23% 33%
Probably not 24% 27% 33% 21%
Takes action to identify
and minimise risks to the
mental health of
employees (eg heavy
workloads, regular long
working hours, unclear
job roles)
Has a return to work
policy if anyone takes
time off managing a
mental health condition

42
Rating of current employer
by mentally healthy workplace currently
5% 1% 4%
16%
41%
29%
52%
58%
50%
67%
37%
22%
Total Healthy Neutral Unhealthy
Best/one of best Similar to other Employers Worst/one of worst
QA7. How would you describe your current employer as an employer?
Base: Total sample (n=1025), Unhealthy (n=215), Neutral (n=266), Healthy (n=544)

43
Rating of current job
10% 6% 9%
22%
22%
15%
29%
34%
67%
80%
61%
42%
Love/Like doing it Good Aspects, but don’t like it Not Good/Terrible
QA10. How would you describe your current situation in terms of your job and your own situation at work?
Base: Total sample (n=1025), Unhealthy (n=215), Neutral (n=266), Healthy (n=544)

QA13. How likely are you to stay with your current employer or leave within the next 12 months?
Base: Total sample (n=1025), Unhealthy (n=215), Neutral (n=266), Healthy (n=544) 44
Likelihood to Stay or Leave
16% 12% 13%
29%
24%
16%
35%
31%
60%
73%
52%
40%
Will Stay Not sure Will Leave

D3. Which of the following best describes your workplace right now?
Base: Total sample of employees (n=1025) 45
Mental health policies at work
Current situation
18% 16%
7%
59%
0%
10%
20%
30%
40%
50%
60%
70%
We have positive
and they are
effectively
implemented in
practice
We have positive
but they are not
effectively
implemented in
practice
We have mental
health policies but I
wouldn’t call them
positive
I’m not aware of there
being any mental
health policies

QA7. How would you describe your current employer as an employer?
Base: Total sample (n=1025), Positive policies in practice (n=184), Positive policies not in practice (n=168), Policies but not positive (n=67), No policies (n=606) 46
Rating of current employer
by current mental health policies
5% 2% 2%
10% 6%
41%
20%
38%
55%
47%
50%
78%
58%
31%
41%
Total Positive policies and
in practice
Positive policies but
not in practice
Policies, but not
positive
No policies
Best/one of best Similar to other Employers Worst/one of worst

QA10. How would you describe your current situation in terms of your job and your own situation at work?
Rating of current job
10% 7% 10%
18%
10%
22%
10%
23%
28%
25%
67%
84%
66%
54%
64%
Total Positive policies
and in practice
not in practice
Policies, but not
positive
No policies
Love/Like doing it Good Aspects, but don’t like it Not Good/Terrible

QA13. How likely are you to stay with your current employer or leave within the next 12 months? May 2014
Likelihood to stay or leave
16% 12% 18%
27%
15%
24%
8%
29%
30%
27%
60%
80%
53%
43%
58%
Total Positive policies and
in practice
not in practice
Policies, but not
positive
No policies
Will Stay Not sure Will Leave

D2 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree
Mental health is a business issue
49
70 72
65
0
20
40
60
80
100
Mental health problems are a major cause of
sickness and absence from work in Australian
businesses
Australian businesses in terms of lost
productivity
Australian businesses from workers’
compensation claims
%

D2 To what extent do you agree or disagree with the following statements…% Strongly Agree or Tend to Agree)
Mental health is a business issue (cont’d)
50
%
47 46
54
45
39 36
0
20
40
60
80
100
Australian businesses have many more
important issues to think about than their
employees’ mental health
Workplace mental health is a problem but it’s
definitely not a major cost to the business
I’ve no idea what impact mental health issues
have on our business
Tend to disagree/strongly disagree

51
37
5 7
0
20
40
60
80
100
Strongly agree Tend to agree Disagree Don't know
Managers who protect the mental health of
their employees are better leaders
51
%

5
28
39
19
0
20
40
60
80
100
Seen as a big
problem and being
addressed by most
businesses
Seen as a big
problem but not
being addressed by
most businesses
Seen as a problem
but not a high
priority for action
Not really seen as a
problem
D1. To what extent do you think workplace mental health is an issue in Australian businesses?
Priority/urgency snapshot
52
%

Need for Heads Up
53
76
83
73
0
20
40
60
80
100
The Australian business community needs a
campaign to raise awareness of workplace
Australian businesses need practical support in
how to tackle workplace mental health issues
Businesses that invest in workplace mental
health get a good return on their investment
%

54
discrimination”

D4 To what extent does this describe the reality of your workplace right now?…% Yes definitely, yes probably, probably not, definitely not
55
%
35 33
49 52
0
20
40
60
80
100
manager
colleagues

56
%
22 25
65
57
0
20
40
60
80
100
Mental health awareness training is provided for all staff Training is provided for all managers in how to deal with difficult
mental heralth issues

57
%
31
26
49
54
0
20
40
60
80
100
People with known mental health issues would have an equal chance
of employment or promotion
Managers are supported with briefing papers, tools, templates,
manuals, etc to be able to deal with workplace mental health issues

58
%
64
68
25 22
0
20
40
60
80
100
Has an anti bullying policy Has a zero tolerance policy for workplace harassment

59
%
38
4645
30
0
20
40
60
80
100
Has managers and/or an HR department that knows how to support
people with a mental health condition
Has a return to work policy if anyone takes time off managing a mental
health condition

60
%
36
4446
42
0
20
40
60
80
100
Has leaders who are committed to promoting the mental health of
staff
Takes action to identify and minimise risks to the mental health of
employees (eg heavy workloads, regular long hours, unclear job roles)

Choice model: the task
as shown to survey respondents
62
In this section of the survey, we will show you some different job opportunities
with different aspects to the job and the working environment.
Imagine that you are looking for a new job in the same area and sector where you
are working at the moment, or maybe a new role within the same organisation
you are working for now.
Each job opportunity we show you will be different. There might be some
common factors but each one is different so please cast your eye over each one.
Then, for each job opportunity, you just need to tick the relevant box to say
whether you would take that job or not take that job if you were offered it today.

63
Choice model: On offer?
(Base Case in Red)
Levels within each category
1 2 3 4 5 6
1. Basic pay
10% less than you are
earning now
5% less than you are
earning now
Same as you are earning
now
5% more than you are
earning now
earning now
earning now
2. Opportunities to earn
more in overtime or
bonuses
No overtime or
bonuses
Can earn additional 5%
of basic pay or salary in
overtime or bonus
payments
overtime or bonus
payments
overtime or bonus
payments
Can earn additional
20% of basic pay or
salary in overtime or
bonus payments
3. Travel to work
Walking distance from
your home
Less than 30 minutes
from your home,
accessible by public
transport
Less than 30 minutes
from your home and car
parking on site
About an hour to
commute, accessible by
public transport
About an hour to
commute, would need
to drive, car parking on
site
About an hour to
commute, would need
to drive, car parking not
on site
4. Holiday entitlement
(paid annual leave)
Standard 4 weeks 5 weeks 6 weeks
4 weeks plus 1 extra day
for each year of service
4 weeks plus 1 extra day
for each year of service
and extra week after 5
years service
5. Training and
development
Just basic training
provided
Induction then on the
job training provided
Induction, on the job
training, and in-house
courses
On the job training, in-
house courses and
external courses paid for
On the job training,
courses, plus mentoring
and coaching
On the job training,
courses, and support
for qualifications
6. Flexibility of hours
No flexibility, fixed
hours
Able to negotiate
change to contracted
hours
Able to change hours in
discussion with manager
Able to decide on hours
worked each week
Able to decide on hours
worked each day
7. Reward and recognition
No feedback on
performance or
recognition from your
manager
Regular feedback on
performance from your
manager
Regular feedback from
your manager and
awards to recognise
achievement
your manager and
promotion opportunities
your manager and
performance–related
bonuses
8. Management support
Working as an
individual without a
supportive team
around you
Working in a team with
informal support from
colleagues
formal support
mechanisms in place
Working in a team with a
supportive manager
a supportive manager in
a supportive
organisation
Working in a supportive
team environment with
access to trained
counsellors
9.Workplace culture
Everyone is careful
about what they say in
public and in private
Everyone is careful
public but you can talk
openly with your
manager
You can talk openly in
public or in private about
performance and
everyone is comfortable
with this
public or in private
about physical health
issues and everyone is
comfortable with this
about mental health
10. Mental health in the
workplace
The workplace
negatively impacts your
own mental health
Workplace accepts
mental health is an
issue, but not willing or
able to manage it
Mental health policy
exists, but getting the job
done is more important
than mental health
Policies and training in
managing mental health
are in place but it’s not
promoted openly
Mental health is openly
promoted, risks to
mental health are
managed, people
experiencing mental
health conditions are
supported
Mental health of the
workforce is a business
priority, and a key
element in decision
making
Choice model factors & levels

Base case scenario - % would take the job offer
in red on the previous slide
64
Offer
Basic pay Same as you are earning now
Opportunities to earn more in overtime or
bonuses
No overtime or bonuses
Travel to work
Less than 30 minutes from your home and car parking on
site
Holiday entitlement Standard 4 weeks
Training and development Induction then on the job training provided
Flexibility of hours Able to negotiate change to contracted hours
Reward and recognition
No feedback on performance or recognition from your
manager
Management support Working in a team with informal support from colleagues
Workplace culture
Everyone is careful about what they say in public but you
can talk openly with your manager
Mental health in the workplace
Workplace accepts mental health is an issue, but not willing
or able to manage it
Yes, would take
this job
22%
No, wouldn’t take
this job
78%

Optimal employer of choice
maximising the % taking the job
65
Offer
Basic pay Same as you are earning now
bonuses
Can earn additional 20% of basic pay or salary in overtime or
bonus payments
Travel to work Less than 30 minutes from your home and car parking on site
Holiday entitlement 5 weeks
Training and development On the job training, courses, and support for qualifications
Flexibility of hours Able to change hours in discussion with manager
Reward and recognition Regular feedback on performance from your manager
Management support Working in a team with a supportive manager
Workplace culture
You can talk openly in public or in private about performance and
everyone is comfortable with this
Mental health in the workplace
Mental health of the workforce is a business priority, and a key
element in decision-making
Yes, would take
this job
96%
No, wouldn’t take
this job
4%
This is THE optimal solution but
you can use the model to calculate
YOUR optimal offer

How many would take the job offer?
by number of employees
66
Total
(n=1025)
%
Between 2 and 19
employees
(n=453)
%
Between 20 and 199
employees
(n=264)
%
More than 200
employees
(n=308)
%
Base case 22 23 27 15
Optimal solution 96 97 96 93

All drivers of choice when taking a job
by number of employees
67Base: Total sample (n=1025)
Between 2 and 19
employees
(n=453)
%
Between 20 and 199
employees
(n=264)
%
More than 200
employees
(n=308)
%
Basic pay 27 36 33
Mental health in the workplace 15 11 13
Workplace culture 11 9 14
Reward and recognition 8 6 8
Travel to work 10 9 6
bonuses
5 7 8
Training and development 7 6 5
Management support 8 5 3
Holiday entitlement 5 6 5
Flexibility of hours 5 7 4

Key drivers of choice when employees taking a job
- employees survey/choice model analysis
68
31
14
11
8 8
6 6
5 5 5
0
5
10
15
20
25
30
35
Basic pay Mental health
policies &
practices
Conversation
culture
Reward and
recognition
Travel to work Opportunities
to earn more in
overtime or
bonuses
Training and
development
Management
support
Holiday
entitlement
Flexibility of
hours
%
Base: Total sample (n=1025) May 2014

69
Heads Up research video
https://www.youtube.com/watch?v=rMtTv4gcDoE

How does ‘management support’ affect choice?
70
-2.6%
1.2%
12.5%
2.8%
0.7%
-2.6%
1.7%
3.1%
1.8%
-0.2%
-3.2%
2.1% 1.9%
2.5%
-1.3%
-2.8%
1.6%
6.9%
2.4%
-0.1%
-4%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
Working as an
individual without a
supportive team
around you
Working in a team
with informal
support from
colleagues
Working in a team
with formal support
mechanisms in
place
Working in a team
with a supportive
manager
Working in a team
with a supportive
manager in a
supportive
organisation
Working in a
supportive team
environment with
access to trained
counsellors
Share
Between 2 and 19 employees Between 20 and 199 employees More than 200 employees Total Sample
Base

How does ‘mental health in the workplace’ affect choice?
71
-8.6%
3.6%
10.4%
13.3%
20.7%
-2.1%
4.7% 4.7% 5.0%
10.8%
-5.6%
5.2%
12.8%
16.4%
22.6%
-6.0%
4.4%
9.6%
12.1%
18.7%
-15%
-10%
-5%
0%
5%
10%
15%
20%
25%
The workplace
negatively impacts
your own mental
health.
Workplace accepts
mental health is an
issue, but not
willing or able to
manage it
Mental health
policy exists, but
getting the job done
is more important
than mental health
Policies and training
in managing mental
health are in place
but it's not
promoted openly
Mental health is
openly promoted,
risks to mental
health are
managed, people
experiencing
mental health
conditions are
supported
Mental health of
the workforce is a
business priority,
and a key element
in decision making
Share
Base

How does ‘workplace culture’ affect choice?
72
-6.6%
15.9%
6.1% 5.6%
-4.0%
1.8%
6.4%
0.8%
-8.8%
19.9%
13.7%
7.4%
-6.6%
13.5%
8.5%
4.9%
-15%
-10%
-5%
0%
5%
10%
15%
20%
25%
Everyone is careful
public and in private
Everyone is careful
public but you can talk
openly with your
manager
about performance and
everyone is comfortable
with this
about physical health
about mental health
Share
Base

73
Employer of Choice – decision support app

74
discrimination”

75
How deep is your conversation?
Everyday stress
Stress zone issues
Mental health issues
Mental health conditions
Mental illness
Suicidal thoughts
Suicide
Talk performance
Talk health and wellbeing
Talk suicide prevention
Listen and support

Recommendations for business…
to become an employer of choice
Show commitment from the top, and leadership at all
levels. Develop positive mental health policies and
communicate these through every level of the business
1
Employers need to
take a stance on
mental health
Provide training for staff and managers to help them
deal appropriately with mental health issues in the
workplace – reactive and preventative. In particular
learn how to listen and have open conversations.
2 Organisations need
to train and skill up
Make sure managers and HR know the why (business
case + human case) and how of positive workplace
mental health so they are willing and able to create a
sustainable culture among a community at work.
3
Embed positive
mental health into
the culture
Manage your risk positively not defensively. Build a
sustainably successful business by building resilience in
your people – for recruitment, retention, productivity, a
happy place to be…and – business leaders – for your
own mental health!
4
Manage risk, build a
resilient workforce,
prevent ill health
and prevent suicide
76

For further information please contact our Sydney office:
Level 1, 420 Elizabeth Street
Surry Hills
NSW 2010
t: +61 (0) 2 9283 2233
e: pvittles@instinctandreason.com
m: +61 (0) 416 138 162

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