For two decades Maria has been advocating for wellness in the workplace. As a Workplace Psychologist with skills and experience in crisis response, wellness at work and early intervention of psychological issues in the workplace, I was curious to learn how Maria has supported the health sector during this global pandemic.
Tell me a bit about Austin Health and your role.
Austin Health is one of Victoria’s largest health care providers employing approximately 9,000 people. I am the Manager, Workforce Wellness Programs. My role sits within the h
Health, Safety and Wellness department and is pivotal in developing and driving the health and wellness strategy across Austin Health. The focus is on developing, implementing and managing wellness initiatives and programs to encourage and support staff in their mental/emotional, physical and financial wellness.
When the pandemic hit Victoria, there was a feeling of fear and uncertainty for many Victorians. What was the feeling in the health sector?
Fear and uncertainty were definitely present along with confusion and anxiety because people couldn’t fully grasp what was going on or the magnitude of it. No-one ever expected an event of this scale, not even healthcare workers who’ve been trained for emergencies. We were watching what was happening overseas and knew we needed to respond quickly.
As the awareness of what was happening overseas emerged, what action was taken?
We went into preparedness and response mode. Emergency planning was activated, including physical changes to parts of the hospital to accommodate the predicted surge in COVID patients.
In my role, I was focused on leading the COVID-19 wellness response working group. This group developed specific response programs and initiatives to support our workforce in the face of a pandemic.
What were some of the interventions that the wellness response working group implemented?
Firstly, we created an online wellness page housing specific information and support tools related to COVID-19 that was updated regularly. One of the first interventions we deployed was information on maintaining good mental health for all staff and a dedicated resource for Managers to better support the mental health of their people during this time. We added podcasts, tip sheets, e-books, webinars and access to healthcare-specific APPS e.g. Smiling Minds for Healthcare Workers to help people take care of their mental health. Another intervention we deployed was Wellness Check Sessions that allowed people to come together to share their experience and gain strategies to maintain good mental health. From this we developed a Wellness Check Tool that Managers could use to monitor and promote wellness in their teams.
We also deployed our own mental health clinicians to provide peer support in addition to our existing external psychological support services such as the Employee Assistance Program (EAP) and support from discipline-specific membership organisations.
How did you sustain momentum and energy when the second wave hit?
The second wave has been very tough. People were already exhausted dealing with the first wave, then we have the second wave with the additional lockdown restrictions. To help people cope, we provided additional information especially by way of webinars and information sessions. Much of the focus has been on helping people understand that what we’ve been experiencing is akin to grief. We’ve all had losses – loss of normality, choice, connection, safety, certainty, routine and more. Finding ways to accept this and cope can boost our resilience, hope and stamina to keep going.
We couldn’t have possibly prepared for something like this pandemic, but the people at Austin Health have shown the most extraordinary courage, determination and commitment in how they’ve looked after patients, themselves and each other. After going through this, they can do anything.
What was the biggest operational challenge you and your team was faced with?
Organisationally, obviously there were many challenges. In the wellness space, our biggest challenge was identifying and providing the right level and type of wellness support. We needed to be sure that our programs, initiatives and support were reaching everyone and making a difference to people. As the pandemic evolved and further work from home restrictions were implemented, our delivery of support had to change to accommodate, for example, conducting the Team Wellness Check Sessions online.
On the frontline, numerous challenges emerged. One that particularly struck me was to do with the no visitor policy. In the case of patients dying, often our nurses were the last person patients had a connection with and not family members. Our nurses really felt the emotional impact of that, and it added another layer of emotional stress.
Fear and anxiety of the families of healthcare workers is real. How did you support your employees with addressing their families concerns?
Employees were frightened about spreading the virus, leaving work and taking it home. We developed very clear protocols and procedures to do with proper removal and washing of personal clothing to help allay these fears.
Our EAP has always been available for immediate family members but during COVID, we extended its availability to the broader family and anyone living in the same house, e.g. grandparents and other extended family members. We also developed a staff wellness page dedicated to supporting parents, e.g. how to manage home schooling and working from home.
When an employee tested positive to COVID-19, how did you respond?
We created a dedicated team specifically to contact those people who tested positive or were deemed a close contact. This team provided all necessary information and continued to perform regular welfare checks throughout their quarantine or furlough period and facilitated a smooth return to work.
One of the typical reactions from quarantined or furloughed staff was a feeling of guilt at not being at work supporting their colleagues. In cases where emotional reactions were heightened, a fast-tracked counselling service was implemented to provide support.
You have been involved in many crisis responses from bushfires to now a global health pandemic. What advice do you have for leading during a crisis?
It's important to understand and accept that everyone will have different reactions during a crisis, none right or wrong. COVID has been an unprecedented crisis that has brought the greatest change and challenges to our working lives. The COVID crisis has challenged many leaders, especially with now having to manage remotely as people are working from home. Leaders have had to employ more patience, tolerance and acceptance in managing their people.
During a crisis, and especially during COVID, it’s essential that leaders communicate with their people regularly. Good information during a crisis is important, people crave clear and frequent communication of information. Coupled with offering up-to-date information, is checking in with people about their wellbeing. It needs to become “RUOK?” every day. This is key to supporting and managing people's emotions and fears.
As a leader during a crisis, it’s crucial to maintain your own mental health and wellbeing. All the programs and tools you implement for your people, make sure you apply them to yourself.
What have you enjoyed about COVID?
Having more time in the day with not having to factor in driving to the office time. I’ve exercised more. I’ve connected with more friends that I might not have had the time to do before. I’ve enjoyed not “having” to accept invitations to social engagements, because we haven’t been able to socialise like we did. And I’ve enjoyed saving money.
Did you learn anything new?
I decided to start learning to play guitar. It had been on my bucket list forever. Learning via Zoom has been harder than it would have been face to face but I have persevered. I’ve learnt to play happy birthday and have now been featuring as the entertainment on the family Zoom birthday calls.
Did you kick any habits?
No, but I have been getting a lot more sleep.
What will you change about the workplace?
Maintaining the flexibility of working from home is one I think everyone is reviewing. However, I also cannot wait to get back to the office and interact with my team and others physically.