“We understand physical risk, but we’re not yet there with psychosocial risk.” 

Most organisations aren’t ignoring psychosocial risk. They’re just newer to it.

Physical risk has decades of established practice behind it; training, protective equipment, clear procedures, leaders who understand that safety conversations start long before an incident occurs. Psychosocial risk, particularly exposure to traumatic material, hasn’t had the same runway.

“Everyone needs a bit of help fully understanding psychosocial risk,” says Dr. Eleanor De Ath-Miller, Principal Organisational Psychologist at Transitioning Well. “We’ve still got people on boards saying, ‘Stress leave? What’s that going to cost us?'”
That’s not a failure of intent. It’s a gap in maturity, and it’s closing slower than it needs to, because too often the assumption is still that if someone struggles, the issue sits with the individual.

The reality is far more complex.

Whether it’s legal services, healthcare, customer service, content moderation or frontline support roles, exposure to traumatic material is increasingly recognised as a workplace hazard. 

Australia’s psychosocial hazard regulations have reinforced that shift, requiring employers to identify and manage risks to psychological health in much the same way they manage physical risks. 

Yet many organisations are still better at responding to psychological harm than preventing it. 

According to Eleanor, that’s where the conversation needs to shift. 

“The business case for doing this is extremely strong,” she says. “Psychological injury costs more on average than physical injury in terms of compensation claims, and people are often off work for longer. If organisations don’t pay attention, there are significant human and economic impacts.” 

Early intervention 

“Often something goes wrong before organisations ask for help,” Eleanor says. 

It’s a pattern familiar to many organisations. Support is introduced after a claim. Training arrives after an incident. Conversations about exposure begin once someone is already struggling. 

But by that point, the conversation has already shifted from prevention to recovery. 

“The ideal is for organisations to be proactive and a bit vulnerable,” says Eleanor. “To say, ‘We’ve got some high risk here.’ And then look for solutions. Don’t wait for someone to put in a claim.” 

In addition to interventions that are focused solely at the necessary ‘prevention’ end (i.e., how can we reduce the chance employees are exposed to potentially traumatic material in the first place), we can also start at the beginning of the employee life-cycle by focusing on realistic job previews. Rather than focusing exclusively on technical requirements, realistic job previews provide candidates with a genuine understanding of the role, including the types of traumatic material they may face and the emotional demands involved. 

Research suggests this approach supports informed decision-making and self-selection, allowing candidates to assess whether the work is right for them before they accept the position. 

It also sends an important message: we understand what this work involves, and we’re prepared to talk about it openly. 

The frontline is broader than most organisations realise 

When people think about trauma exposure, they often picture traditional frontline professions. 

Paramedics. Police officers. Social workers, but that’s no longer the case. 

Amy Nicholas’ recent Churchill Fellowship research highlights the growing recognition that trauma exposure can occur anywhere traumatic material is handled, viewed, discussed or processed. That includes investigators, lawyers, customer support teams, researchers, administrators and a growing number of digital-focused roles. 

Trauma doesn’t need to be witnessed to be absorbed. In many workplaces, exposure occurs through documents, recordings, images, case files and conversations. 

As trauma-related work becomes increasingly distributed across organisations, the challenge for employers is identifying where exposure exists and ensuring employees understand what they’re stepping into. 

Why screening isn’t the answer many leaders hope it is 

Whenever organisations recruit for trauma-exposed roles, the conversation often returns to the same question. 

Can we identify who will cope? 

It’s an understandable instinct. Leaders want certainty, but the evidence suggests psychological screening is not the silver bullet many hope it will be. 

Research examining pre-employment psychological screening in high-risk occupations has found limited evidence that it reliably predicts future psychological outcomes. More importantly, it can create a false sense of confidence that risk has been managed. 

A highly capable employee can still experience harm if exposure is poorly managed, workloads are excessive, supervision is inconsistent or support structures are absent. 

Onboarding is where culture becomes visible 

If recruitment is where expectations are set, onboarding is where they are tested. This is the point where organisations unintentionally communicate what really matters. 

• Do leaders talk openly about psychological health? 
• Are people encouraged to raise concerns early? 
• Is support normalised, or only discussed when someone reaches crisis point? 

Research suggests trauma-informed training can improve knowledge, confidence and preparedness when working with trauma-exposed populations. Mentoring and structured support also play an important role, particularly during the first months in a role when employees are still developing confidence and learning how to navigate emotionally demanding work. 

For Eleanor, this is where psychosocial safety becomes tangible. Employees need to know that experiencing distress is not a sign of weakness. It is a normal human response to difficult material. The role of the organisation is to create conditions where concerns can be raised early and support can be accessed without stigma. 

The shift leading organisations are starting to make 

For years, conversations about trauma exposure focused heavily on resilience. 

• How do we help them cope? 
• How do we support recovery? 
• How do we reduce unnecessary exposure in the first place? 

The organisations making the biggest progress aren’t waiting for harm to occur. They’re identifying psychosocial risks during recruitment, considering exposure pathways when roles are designed, and building controls into the work that are constantly reviewed and improved.

The legislation is in place. The challenge now is for organisations to design roles with the same care, rigour and attention they would apply to any other workplace hazard. 

Read next:

Qantas: Trauma-Informed Practices Case Study

Transitioning Well partnered with Qantas to help train their managers and teams to deal with complex callers.

The post We’d never leave physical workplace risks unmanaged. Why do we still do it with trauma exposure?  appeared first on Transitioning Well.

Picture this: You’re a working parent managing two school-aged children. Your phone buzzes. Another class WhatsApp message – one of 2,914 you’ll receive this year.

“Parents, brace yourselves,” warns Georgie Dent, CEO of The Parenthood. Beyond those relentless messages lies an even bigger challenge: “1,244 invisible admin tasks — planning school pickups, managing extracurriculars, booking medical appointments.” Add it all up, and working parents are performing three months of unpaid, unseen labor on top of their regular jobs. The price tag for this invisible work? A staggering $10,990 at minimum wage.

This invisible mental load is crushing working parents worldwide, manifesting as a constant cycle of stress, overwhelm, and guilt. While the landscape of work has changed in the last few years, the challenge of managing this unseen labour alongside professional responsibilities remains unsolved. The post-pandemic era has ushered in lasting changes to how we think about work, family, and the integration of both—but has it done enough to address this hidden burden?

Not really.

For all our modern progress, we still aren’t setting up parents to flourish at work. But wouldn’t it be great to set up working parents for success rather than failure? 

We can, and that’s where role design comes in.   

Organisations today are responsible for addressing and mitigating workplace psychosocial hazards—including role design.  Psychosocial hazards refer to work aspects that can harm employees’ psychological health and wellbeing. These hazards include workplace stress, bullying, harassment, excessive workload, and inadequate support systems.  

Role design is the secret sauce to keeping your working parents engaged and happy. Ok, onsite childcare, autonomy and flexibility go a long way too.  

What is role design?  

Role or job design refers to the duties and tasks required to perform a role and how those tasks and duties are structured and scheduled. 

Role design helps to determine what tasks are done, how the tasks are done, how many tasks are done and in what order the tasks are done.

Principles of good role design: 

1. Actively involve the people who do the work. 
2. Engage decision makers and leaders. 
3. Identify hazards, assess and control risks, and seek continuous improvement. 
4. Learn from experts, evidence, and experience.

Approaches to role design include:

Job Enlargement: Job enlargement changes the jobs to include more and/or different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility.

Rotation: Job rotation moves employees from one task to another. It distributes the group tasks among a number of employees.

Enrichment: Job enrichment allows employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities.

Work Design (Job Engineering): Work design allows employees to see how the work methods, layout and handling procedures link together as well as the interaction between people and equipment/technology.

The Smart Framework

Using the SMART framework in designing effective work involves setting Specific, Measurable, Achievable, Relevant, and Time-bound goals, ensuring clarity, accountability, and a structured approach that enhances productivity and success in the workplace.

Increase job resources:

• S   Provide stimulating work.
• M  Provide mastery resources.
• A   Provide agency.
• R   Foster relational resources.

Ensure tolerable demands:

• T   Create tolerable job demands – load and time, emotional, role, cognitive, environment and physical, and relational.
• Create tolerable organisational demands – organisational change, organisational justice and job security.

Why it matters  

Returning to work after parental leave can be a daunting prospect, as parents often face the dual challenge of readjusting to professional responsibilities while ensuring the wellbeing of their growing families.  

“Supporting parents with their return to work is not just the right thing to do, it’s the smart thing to do,” says our co-founder, Justine Alter. 

“Put simply, if you don’t support parents, you will lose them,” she says. “Employees want to know that there’s a culture of support for them. That could mean flexibility, it could mean clear pathways to promotion, or it could be something else entirely. It’s going to be different for everyone. What remains the same is that need for a culture of support. And organisations that don’t offer that, that don’t support parents, won’t attract or retain the best talent.” 

What working parents want

Autonomy  

When autonomy is incorporated into role design, people are empowered to make decisions, set goals, and determine how they accomplish their work. 

Autonomy at work offers several benefits: 

1. It enhances job satisfaction by giving individuals a sense of ownership and control over their work. This, in turn, contributes to increased motivation and engagement. 
2. Autonomy fosters creativity and innovation as employees have the freedom to explore different approaches to their tasks. 
3. It promotes a healthier life-work integration as individuals can tailor their work to better suit their personal needs and responsibilities. 

There is a caveat to this — the level of autonomy should be balanced, as excessive autonomy without appropriate guidance or support may lead to feelings of isolation or uncertainty. Striking the right balance in role design, where employees have a reasonable level of autonomy coupled with clear expectations and support systems, contributes to a more effective and satisfying work environment. 

Flexible work arrangements 

One of the key aspects of crafting role design for returning parents is flexible work arrangements. This may include options such as remote work, flexible hours, or compressed workweeks. Such flexibility supports work-life integration and empowers parents to manage their responsibilities at home while meeting their professional commitments.

Some helpful tips:

• Encourage employees to be open about what they need in terms of work/life integration.
• Curiosity and respect will go a long way when having conversations with employees.
• Ask, don’t assume!
• When considering the needs of working parents, don’t forget about fathers and non-birth parents.

Find all our practical guidance and resources for supporting parents and carers in the workplace here.

The post Role design: How to make work more parent-friendly appeared first on Transitioning Well.

By Dr Sarah Cotton

As we transition back into work mode after the holidays, you’re not alone if you are struggling to get into flow. It’s normal to find the adjustment difficult after enjoying a slower pace over the holidays and then needing to step back into the old rhythms and routines of our working lives.  

Luckily, there are a few strategies to make the transition back into work in 2026 much smoother. Read on for tips from our co-founder, Dr Sarah Cotton.   

 
Remember, it’s not just you transitioning back 

For those of us that may still have full homes (partners still on leave, kids still on school holidays), it may take some time for those around to adjust to us heading back to work and not being as present to put another coat on the clay creation at the drop of a hat.   

Having a conversation about this and naming it can be really helpful – we have a well-worn saying at TW, “Even if it is uncomfortable to have the conversation choose discomfort not resentment.”

It might mean putting in place some strategies to help you stay somewhat sane in the last few weeks of the January Juggle (i.e., scheduling a lunch break that enables you to get the kids lunch if they are around, or letting the kids know that if they need lifts, you will need some notice to be able to schedule drop-offs around meetings).  

Know that we’re all feeling it   

It’s not just you — even those who love their jobs can find the transition back (or seasonal comedown) from holidays tricky.  

If you’re a leader, empathise with colleagues, and don’t expect everyone to be back all guns blazing.  

Refresh your workspace   

This can be particularly beneficial if you work from home or have spent a lot of time at home during the break. Clean up your workspace and declutter. Creating a tidy and more personal space can improve your mood.  

Plan another break   

Are you already dreaming about your next holiday? Book it! Use this time to plan your next break. It will give you something to look forward to and work towards.  

Get back to basics 

Don’t forget about those building blocks of good health during times of transition – eat, move, sleep, and connect. Uncover the habits and behaviours that make you most energised, happy and healthy in your daily life, and embrace an experimental mindset to try new approaches in 2026. 

Know what you enjoy about work  

We know that good work is good for us. It helps build connection, mental stimulation, and a sense of purpose and gives structure to our day. In the work we do in the retirement transition, people often miss these things the most when they are no longer working.  

Focus on the opportunities, not the challenges 

Often, we get stuck by our own fixed return mindsets and boundaries. Spend some time considering what you want to spend more or less time doing in work and life.  

The new year brings the opportunity to get out of autopilot and not revert to the same, staid ways of doing things.

The post How to adjust after the holidays appeared first on Transitioning Well.

By Transitioning Well

“The difference between successful people and very successful people is that very successful people say no to almost everything.”

-Warren Buffet

With workplace mental health claims now averaging 29 weeks of leave (Safe Work Australia), the importance of rest and recovery has never been more critical. Yet many leaders and their teams work relentlessly until the last possible moment, carrying exhaustion and a heavy mental load into their break.

Our psychologists – Dr Eleanor De-Ath Miller, Vanessa Miles, and Gagan Mudhar – share evidence-based strategies to help your team genuinely recharge and return stronger in 2026.

The science of switching off

“The higher the mental load we carry into the holidays, the less we’re able to switch off — and the longer it takes to recover,” says Dr Eleanor De-Ath Miller. 

“People have less chance of more complete recovery or rest if they’re going on leave completely exhausted, so being proactive in helping people leave work behind is important.”  

Action Steps for Leaders:

• Set clear, realistic expectations before the holiday period
• Actively observe signs of stress or overwhelm
• Take responsibility for managing workload demands
• Create buffer zones between work and holiday periods

The power of intentionally slowing down

“Working until the last minute doesn’t allow people to process tasks, deadlines, and issues,” notes Gagan Mudhar. “A deliberate wind-down period is essential for mental processing and true recovery.”

Practical strategies:

1. Audit team priorities: Distinguish between essential tasks and pre-holiday pressure
2. Create transition time: Build in reflection and handover periods
3. Establish clear communication protocols for the break
4. Set realistic January expectations

Mastering the art of ‘no’ 

For leaders and teams alike, we all want to connect with others during the holidays but it can get a bit much in December and January. Depending on what else is going on in our lives (and the level of recovery we need), Eleanor recommends setting boundaries around events.

Ask yourself (and your people):

• Which events are truly non-negotiable? 
• What aligns with current energy levels and capacity?
• What can wait until energy reserves are replenished?

Instead of yes as a default to all invitations, try letting people know you’ll think about it and get back to them or even practice ways to say no says Eleanor. 

Reflection and reset

When thinking about the year that was, it’s important for leaders to engage in meaningful conversations with the team says Gagan. Asking questions such as “How was this year for you?” and “What could I have done differently to support you?” opens up channels for constructive feedback and helps identify areas for improvement. Additionally, reflecting on the team’s collective experience and the leader’s role during critical moments can unearth valuable insights.

Key questions for leaders to ask their people 

• What are the key priorities right now?
• What is necessary/critical and what is pre-holiday pressure, but actually not essential?
• What help do you need (specifically) so that you can do what you need to do?
• What do you need to have tied up so that you can actually switch off on holidays? 
• How can I help you do that?

7 types of rest

Dr. Saundra Dalton Smith’s 7 types of rest offers a valuable framework for understanding your team’s individual needs says Vanessa. 

The 7 types of rest: 

Physical Rest: The need for adequate sleep, relaxation, and recovery for the body.

Mental Rest: Taking a break from cognitive tasks and allowing the mind to unwind.

Emotional Rest: Nurturing emotional well-being and finding sources of joy and comfort.

Social Rest: Balancing social interactions by choosing connections that bring replenishment rather than drain.

Sensory Rest: Reducing exposure to overstimulating environments and giving the senses a break.

Creative Rest: Stepping away from routine and engaging in activities that inspire creativity.

Spiritual Rest: Connecting with something greater than oneself, finding purpose, and seeking inner peace. 

Leaders can remind their teams to consider the type of rest they require during the holidays, fostering a holistic approach to recovery. 

Energy-auditing

Leaders cannot guide their teams to a refreshed start if they are not walking the talk themselves. “Whatever they’re saying to their teams, also applies to them but with a need to be really self-aware and intentional. There shouldn’t be a second set of rules,” says Eleanor. Recommending leaders take some time to reflect and think about, How am I going to rest and recuperate? What is energising?  

“Leaders should identify habits that hinder their ability to switch off and, when necessary, seek the support of trusted peers who can provide constructive feedback,” says Gagan. 

Leaders can do this by conducting an energy-audit: a quick exercise to take stock of which things are draining their energy in lead up to the holidays (and therefore need to be managed), and which are building their energy (and therefore need to do more of). 

“Conducting an energy audit allows leaders to pinpoint activities that drain or replenish their energy, aiding in a more mindful approach in the lead up to the holidays.” 

Leaders play a pivotal role in shaping the post-holiday landscape for their teams. By adopting a proactive and reflective approach, they can pave the way for a truly refreshed start and help promote a positive and energised work environment in 2026.  

Keen to support your team in 2026? Book a call to learn how we can help you deliver lasting change in your organisation.

Find out more

The post A Leader’s Guide to Meaningful End-of-Year Recovery appeared first on Transitioning Well.

By Sarah Alwyn

The end-of-year rush hits differently now. While holiday season stress isn’t new, today’s always-on culture and hybrid work environments have amplified workplace mental health challenges.

The Black Dog Institute reports that one in six working-age Australians are currently experiencing a mental health illness, with workplace stress being a significant contributor. This pressure often intensifies during December, when shorter deadlines collide with increased social commitments and year-end responsibilities.

As a leader, recognising and responding to stress signals – both in yourself and your team – is crucial. Beyond Blue’s research indicates that while many people maintain a brave face during December’s busy period, mental health support services see a significant spike in demand during January, suggesting the cumulative impact of holiday season stress often surfaces after the break.

Key warning signs to watch

• Working extended hours over a prolonged period: starting early and finishing late
• Difficulties managing boundaries between work and home: answering emails and responding to texts at night
• Forgetting to eat and to take a break at the appropriate time
• Missing an important work meeting or family event due to being too distracted or overwhelmed
• Irritability and easily prone to anger
• Reduced energy, fatigue and lowered mood
• Anxious thoughts – self-doubt and reduced confidence in making decisions
• Lapses in concentration and making mistakes
• Disrupted sleep
• Change to appetite

What leaders can do to better look after ourselves and our people

The good thing is, we can manage stress and there are many things you can do to ensure you are looking after yourself and your team.

These don’t require too much physical or emotional exertion, just some consideration and intention based on the following:

• Call out and name the warning signs and symptoms (as noted above) – this provides clarity and a better understanding of the impact of the current situation
• Be clear about start and finish times before the day begins, to ensure you keep timeframes in-check
• Use ‘moments’ to manage the pace of your day by stopping for brief seconds/minutes to acknowledge how you feel and create space to momentarily pause, breathe and engage in movement
• Diarise in your online calendar specific timeframes for daily meal, bathroom and brief rest breaks – to create importance about these necessary activities
• Check-in on people who are displaying warning signs of stress or a decline in mental health and wellbeing – ask them how they are feeling, offer support, and explore what may help to reduce the impact of stress
• Encourage team members to look after themselves by communicating regularly about how to manage their wellbeing at work – by taking rest breaks and maintaining strong social/collegiate connections and speaking-up when they need support
• And importantly, lead by example. Be intentional about prioritising actions that reduce stress and promote wellbeing. Maintain consistent communication with your people about the significance of these efforts.

The holiday season is a busy time, so take note of the warning signs of stress and be intentional about how to look after yourself and your valued team members.

Planning for the January transition

In Australia, we often see an increase in mental health issues in January – people are often stressed in the lead-up to Christmas, but it’s afterwards that issues can surface. As a leader, it’s worth keeping this in mind and noticing changes in how your people behave.

Lifeline Australia reports a 15-20% increase in calls during January, highlighting the need for proactive support planning. Consider:

• Scheduling lighter workloads for early January
• Planning regular check-ins with team members
• Being alert to post-holiday stress signals
• Having support resources readily available
• Encouraging use of EAP services and wellbeing resources proactively.

Businesses across NSW have access to free coaching from a highly trained expert to help create or fine-tune your mentally healthy workplace. Through confidential one-on-one sessions, a coach will help address issues or identify risks to mental health within your business and give you practical tools and strategies to manage them. Find out more here. 

The post Managing Workplace Stress During the Holiday Season appeared first on Transitioning Well.

This article draws from insights shared during a recent webinar on Managing Occupational Violence and Aggression featuring Dr Kim Hamrosi, CEO, Corporate Mental Health Alliance; Angela Konstantopoulos, General Manager – Health, Safety & Wellbeing, Coles; Georgie Chapman, Partner, HR Legal; Keith Govias, Workplace Health & Safety Manager, Employers Mutual Limited; and Dr Leah Collins, Clinical & Health Psychologist, Transitioning Well. 

The statistics are sobering: 87% of retail workers have experienced verbal abuse from customers, while 12.5% report physical violence. More troubling still, more than half of these workers face repeated aggression from the same customers. For an industry employing hundreds of thousands of Australians (many in their first jobs) these figures represent a crisis that demands urgent attention.

Recent data from a 2023 survey of more than 4,600 retail workers reveals a workplace violence epidemic that’s reshaping how major retailers approach staff safety. At Coles, which employs over 115,000 team members across more than 1,800 retail sites, incidents of customer violence and aggression have surged nationally, with Victoria showing the highest rates.

Angela Konstantopoulos, General Manager of Health, Safety and Wellbeing at Coles, explains that workplace violence in retail exists on a concerning spectrum. “A lot of what our team members face is that real daily incivility,” she notes. “Whether it’s the eye roll or the huffing and puffing, folding your arms, or passive aggressive comments towards our team. After a while that can build up and become quite distressing.”

This daily erosion of civility escalates through verbal aggression to abuse and can lead to physical assault.

Perfect Storm of Contributing Factors

Multiple factors have converged to create this crisis. The cost-of-living pressures are having a direct impact on customer behaviour, while the political spotlight on supermarkets has created a space that Konstantopoulos describes as giving “people permission sometimes to abuse our team members because of what they see on TV.”

Community reforms and broader social changes have also contributed to an environment where retail workers, often young people in their first jobs, face unprecedented levels of aggression and incivility.

Legal Landscape and Compliance

The regulatory environment is evolving rapidly. New psychosocial hazard management regulations have been implemented across all states and territories except Victoria, though Victoria will join later this year. These regulations require organisations to identify psychosocial hazards, understand associated risks, and implement control measures.

Georgie Chapman, Partner at HR Legal, emphasises that while workplace health and safety obligations have always covered both physical and psychological safety, the new regulations provide clearer guidance on compliance. “The reality is the obligations were already there, but the regulations are really explaining how we go about it,” she explains.

The legal risks are significant. Beyond workers’ compensation claims, organisations face potential prosecution for failing to meet safety obligations. A recent case involving a school where inadequate emergency response systems led to prosecution demonstrates the serious consequences of poorly implemented safety processes.

Coles’ Response Strategy

Coles has developed a sophisticated three-phase approach to tackling this issue: prevent, protect, and care. The prevention strategy focuses on “target hardening” that is, making stores more difficult for potential perpetrators to enter and exit quickly. This includes strategic product decisions, such as removing knives from sale to prevent weapons access.

The company has developed an advanced risk profiling tool that incorporates multiple data points: incident reports, demographics, proximity to transport and police stations, operating hours, and location. This system helps identify higher-risk stores for targeted interventions.

Where needed, some high-risk stores receive enhanced security measures including security guards, body-worn cameras for staff (activated when feeling unsafe), duress watches for isolated workers enabling immediate police response, alarms for overnight staff, store-wide headset systems for rapid team communication, and threatening situation toolkits for management.

However, staff feedback indicates that while security devices provide confidence, de-escalation training delivers the most value. “The training puts them in control, gives them those tools they can use,” Konstantopoulos explains. This training emphasises that staff safety takes priority over protecting stock, with clear messaging from the CEO down that “your life is worth more than protecting stock.”

“And I think that’s really important for a workplace culture to know that this is not OK,” Konstantopoulos says. “We support you in this, and we’re doing everything we can to stop it.”

Trauma-Informed Processes

Recognising that traditional incident investigation approaches can re-traumatise affected staff, Coles has implemented trauma-informed investigation processes. Their safety team has received specialised training to prevent repeated retelling of traumatic events while still gathering necessary information for making improvements to minimise further risk. The company has found that informal support — “sitting down with a work colleague or your line manager, having a cup of tea and really just being there for them”— often provides more immediate benefit than formal psychological intervention.

Young Workers

The impact on young workers entering retail as their first employment is particularly concerning. Many lack life experience to contextualise aggressive behaviour, and the cumulative effect of daily incivility can be overwhelming. There’s a real risk that fear of workplace violence could drive young people away from retail careers, creating long-term workforce sustainability issues.

Dr Leah Collins, clinical psychologist at Transitioning Well, notes that resilience to unpleasant events grows with exposure, but younger workers need additional support to develop these coping mechanisms safely.

Leading Indicators and Early Intervention

Keith Govias from EML emphasises the importance of monitoring leading indicators rather than waiting for serious incidents. Key metrics include:

• Training completion rates
• Employee Assistance Program usage
• Absenteeism patterns
• Customer service complaint trends
• Environmental factors like store temperature and noise levels
• Queue management effectiveness

Simple environmental improvements can significantly reduce customer friction and frustration. Govias notes that customers become more aggressive in excessively hot stores or when unable to hear staff due to noise levels.

Practical Strategies

For retailers looking to address workplace violence, experts recommend:

Start with Simple Reporting: Avoid complex investigation forms for minor incidents. Coles uses multiple reporting tools feeding into a single system, allowing pattern recognition from micro-aggressions through to serious assaults.

Consultation is Key: Regular staff consultation every three months helps organisations stay ahead of evolving risks. Team members can quickly identify what works and what doesn’t.

Risk-Scaled Responses: Apply appropriate investigation levels based on incident severity. Minor incivility doesn’t require the same response as serious assault, but both need capturing for trend analysis.

Regular Review: Avoid “set and forget” approaches. Regular monitoring, revision, and adaptation ensure controls remain effective as circumstances change.

Industry-Wide Mental Health Implications

The retail violence crisis extends beyond individual companies. With 30% of Australian workers reporting ongoing mental health conditions and particularly high rates in food services (19%) and retail (17.1%), the industry faces a significant challenge in maintaining workforce wellbeing.

The emergence of new phenomena like “swarming events”— where groups coordinate to overwhelm stores and steal high-value items — demonstrates how quickly threats can evolve, requiring constant vigilance and adaptation.

As the regulatory environment tightens and community expectations around workplace safety increase, retailers must view violence prevention as a business necessity. The cost of inaction, in terms of staff turnover, workers’ compensation claims, regulatory penalties, and reputational damage, far exceeds investing in prevention.

Successful retailers will be those that embrace comprehensive approaches combining technology, training, environmental design, and genuine care for staff wellbeing.

Download your free webinar and resource

Interested in more insights? You can access our webinar: Managing Occupational Violence and Aggression and receive Transitioning Well’s free Occupational Violence and Aggression resource. 

Access the webinar here.

The post The rising tide of occupational violence and aggression in retail    appeared first on Transitioning Well.

Navigating late career 

The transition into late career (and later, retirement) can be one of life’s most challenging and disorienting periods.

For those experiencing this ‘moment of truth’, you might be craving a change, experiencing redundancy or disruption, taking on more caring responsibilities, or simply finding it difficult to figure out your next step.

Before we delve further into late career, it’s important to look at the context. Late career wasn’t a thing in your grandparents or possibly even your parents’ lives. Retirement as a concept didn’t really take hold until the Industrial Revolution. Previously, it was thought that older workers on farms and in factories would slow production, so private pensions were introduced as a means to move those aged 60 and over out of the labour force.

A 60-year-old today has a 50% chance of living to 90 or more.

Although Australia has had an old-age pension since 1909 (and, until superannuation was legislated in 1991), the general gist was you’d work until you physically couldn’t, then enjoy a few golden years before death. Retirement wasn’t a goal, but a short phase of not working. Today, of course, things are different. Now people are consciously choosing to reevaluate their careers later in life so they can be financially secure, support their family, and do the things that really matter to them in their second act.

What is late career?

Late career traditionally refers to the life-stage when we adjust to the prospect of retirement, typically defined as 55-70 years of age. However, two significant social changes are extending this late career stage considerably. Firstly, as we live longer and healthier lives, individuals can continue working well past any previous retirement age. Secondly, not everyone is financially able to spend these extra years of healthy living without an income.

With Australians aged 55 and over expected to make up 40 per cent of the adult population by 2050 and 71 per cent of workers now viewing work as part of their retirement journey, the traditional model of retirement at 65 is becoming less and less common.  

What can individuals in late career do?

Uncertainty in late career can emerge gradually or hit suddenly. Whether dealing with job loss, health challenges, family needs, or feeling ready for change, it’s OK to feel uncertain about your career direction.

Four key factors—work, wealth, home, health—are integral to our ability and motivation to keep working, and our feelings about retirement. In planning our late career, some useful questions to ask include:

1. Work: Is work (paid or unpaid) meeting your needs?
2. Wealth: What is your financial situation?
3. Home: What could your home life look like in late career?
4. Health: How happy are you with your physical and mental health?

Redefining career identity, navigating age bias, or adapting to new arrangements generates significant stress. Research shows that those facing late career transitions experience uncertainty, identity confusion, and career anxiety, with effects continuing long after initial adjustments.

Seek support from trusted colleagues and mentors, combined with skills development, networking and self-reflection. Access external help when needed, such as transition support, professional development programs, or Employee Assistance Programs.

The portfolio approach

Late career success increasingly depends on diversification, not just of investments, but of activities and identity. The most resilient late-career professionals engage in multiple activities rather than staying in one job. This might include consulting work, board positions, mentoring, volunteering, creative pursuits, family involvement, and community leadership. This portfolio approach is both an opportunity and a protective factor for mental health. When change occurs in one area, you have other meaningful activities to lean on.

Professional late career coaching provides structured support to navigate these complex transitions successfully, helping individuals clarify their vision, navigate ageism, design portfolio careers, manage financial transitions, and build resilience. 

With 5.57 million Australians aged over 45 currently in the workforce, and older Australians already contributing $39 billion per year in unpaid caring and voluntary work (rising to $74.5 billion including those aged 55-64), there’s now an emerging need for support and transition coaching for both organisations and individuals approaching late career.

How can organisations support workers in the late career phase?

First, like all transitions, an individual approach is key. Put aside assumptions about older workers and engage with each person about their specific circumstances. Late career transitions don’t follow set timelines – needs can change or emerge gradually as individuals face redundancy, caring responsibilities, health changes, or shifting priorities.

Organisationally, for someone struggling in the late career phase, this can present as increased absenteeism and lead to reduced innovation, knowledge transfer impacts, and accelerated talent loss.

Allow employees to make decisions about their career path. Someone facing redundancy may want reskilling, while someone seeking purpose may prefer mentoring opportunities. Consider flexible working arrangements, retraining programs, and phased retirement options.

Our resources

Partner transitioning coaching support

Whether you are retiring completely, switching to contract consultancy work, or wanting to ramp down sooner than later – you need a plan. Encompassing 6.5 hours of individual coaching around specific needs, our Partner Retirement Transitioning Coaching program provides the tools and resources to maximise transition success for partners in professional service firms. 

Learn more. 

Late Career and Retirement Management Capability Training (for Managers and HR)

Comprised of a suite of modules, and complemented by e-learning and online conversation simulations, this comprehensive training will equip your managers with the tools and skills they need to manage an ageing workforce, and assist in managing the transition to retirement.

Learn more. 

Workshops to support late career and retirement

Moving beyond the traditional financial and physical health considerations, our practical workshops unpack the common challenges or concerns that can come during the late career stage, and looks at the tools and resources we can use to navigate these, so that we can plan our late career in a way that is sustainable, and adaptable for our future selves.

Contact us to learn more. 

Maturity of Practice Index (MPI)

Transitioning Well’s MPI offers a unique mix of psychological, legal and business-focused perspectives to help build effective policies and procedures that support ageing and age-diverse workforces.

Learn more about how we can help you navigate late career transitions. 

The post Navigating late career appeared first on Transitioning Well.

Working after the loss of a loved one

The loss of a loved one can be one of life’s most heartbreaking and derailing moments.

While the significance of loss varies between individuals, recent Australian data reveals over 1.6 million Australians experience grief annually, with around 1 in 10 experiencing grief-related mental health challenges (Griefline, 2025). This represents a significant workplace mental health issue that many organisations are still learning to address effectively.

Legal Requirements Under the Fair Work Act 2009

While the Fair Work Act 2009 only stipulates compassionate leave in certain circumstances*, we know that all losses have the potential to affect us. The loss of a close friend, a colleague, or a beloved pet can all potentially bring on what’s known as ‘career shock’ yet current legislation doesn’t recognise these relationships.

Under current Australian law, compassionate leave applies when:

• a member of their immediate family or household dies, or contracts or develops a life-threatening illness or injury; 
• a baby in their immediate family or household is stillborn; 
• they have a miscarriage; or their current spouse or de facto partner has a miscarriage. 

So, while legally workplace bereavement policies do not have to extend outside one’s immediate family or household, it’s important to be mindful of the individual and the very real impacts. That might not necessarily mean widening the scope of your bereavement leave policies (though we would encourage considering this in the context of supporting your people), it means leading with compassion and empathy, and recognising that each individual manages grief in their own unique way. What’s important, is how we support them.  

Loss and career shock

The unexpected loss of a loved one is one of the most common traumatic experiences and is associated with the development of mental health issues and, in a workplace context, can lead to low performance or even premature resignation.  

Our Crises and Career Shocks Transition Guide states: “Those who face loss can experience a great sense of burden, shock, confusion and grief, and the effects of loss and grief may continue after people return to work. Those who experience major loss also tend to take increased sick leave, reduce work hours, show increased redundancy rates, and have an increased likelihood of changing jobs.”  

At an organisational level, when individuals are feeling the effects of loss, it may present in the form of increased absenteeism, increased presenteeism, impacts to the wider team culture and even high turnover.  

So, what should employers do to best support people through this time?

First, like all transitions, an individual approach is key. That means putting aside your own feelings and assumptions, and talking with the individual.  

Grief doesn’t follow a timeline, and effects can emerge months after the initial loss. Regular check-ins demonstrate ongoing support and help identify when additional assistance might be needed.

• Allow employees to make decisions about their support
• Don’t assume what they need (they may not want work removed from their plate)
• Recognise that each individual requires different levels of support

Consider flexible working arrangements

Forward-thinking organisations are expanding beyond minimum legal requirements, with 2025 trends showing; extended leave durations of 2-4 weeks (up from traditional 2-3 days), broader family definitions including chosen family, friends, and pets, integration of “grief days” for ongoing support beyond initial bereavement, and more cultural sensitivity for diverse communities.

More options to consider:

• Extended compassionate leave for complex grief situations
• Personal leave integration for ongoing mental health support
• Purchased leave arrangements for additional time off
• Flexible return-to-work programs with reduced hours or responsibilities

Manager training

With nearly 58 per cent of managers reported experiencing burnout (AIM, 2023), managers are dealing with a lot. In order for them to lead well, organisations can support them by increasing manager capability.

Examples of manager capabilities include:

• Recognising signs of grief-related distress
• Having supportive conversations
• Understanding available support resources
• Knowing when to connect people to HR or EAP services
• Managing team dynamics when a colleague is grieving

At a whole-of-organisation preventative level you can develop and promote policies so your people know they can get the support they need during times of loss. That can also mean training your managers so they know how to support individuals through these rocky times. A strong foundation of support can help mitigate some of the negative effects that can present during this transition.  

What should individuals impacted by loss do?

It’s important to note that even in the most supportive workplace culture, it’s not always easy to recognise when someone is struggling.  

Grief can come at you from all angles. Sometimes it can shock you months after the loss.  

It’s important for individuals to keep communicating with their employer. Remember, it’s OK to struggle. Most organisations will want to do all they can to support you through your loss. The important thing is to speak up when you’re struggling, and ask for any workplace adjustments you need during this time.  

You might also want to seek support from your valued colleagues at this time. Social connections can be really important during times of distress, combined with routine, structure and self-care. 

In addition, make sure you seek external help if you need it. That could mean a conversation with your GP, or accessing an Employee Assistance Program (EAP) through your organisation if it is available. Beyond Blue also has a great resource that may be helpful – Grief and loss – Beyond Blue.  

External support options

• GP consultation for mental health care plans
• Beyond Blue grief and loss resources
• Griefline Australia 1300 845 745

The loss of a loved one is a huge transition. Like all transitions, there’s opportunity for growth, both at an organisational and individual level. It all starts with having an individual, tailored approach to support. Loss is never an easy thing to deal with, but with the right supports in place we can navigate this transition well together.  

Learn more about how we can help you navigate crisis and career shock transitions. 

Last updated: June 2025

*Under the Fair Work Act, compassionate leave can only be taken if: a member of their immediate family or household dies, or contracts or develops a life-threatening illness or injury; a baby in their immediate family or household is stillborn; they have a miscarriage; or their current spouse or de facto partner has a miscarriage. An employee’s immediate family includes their spouse or former spouse, de facto partner or former de facto partner, child, parent, grandparent, grandchild or sibling. Immediate family also includes the immediate family of the employee’s spouse or de facto partner (or former spouse or de facto partner), step-relations or adoptive relations. Employees can take compassionate leave for other relatives (for example, cousins, aunts and uncles) if they are a member of the employee’s household or if their employer agrees.

The post Working after the loss of a loved one appeared first on Transitioning Well.

By Dr. Sarah Cotton  

If life and work feel increasingly chaotic and unpredictable, as if the rug is constantly being pulled out from under you — you’re not imagining it. From AI and cyber-attacks to climate-related disasters, geopolitical tensions and market crashes, the pace of change has accelerated, and there’s no sign of it slowing.  

Australian workplaces are now operating in an era of continual disruption. In addition to adapting to external changes, many workplaces are also undergoing digital transformations and navigating flexible work arrangements.  

However, the problem many of the methods workplaces use to navigate change assume that major change is an occasional event, not a constant state. This lack of clear guidance on how workplaces can adapt to the new normal of constant change (i.e., change on steroids), means that Australian workers and business outcomes may be at risk. 

The cost of continual disruption 

Poorly managed change or disruption has been identified as a “psychosocial hazard”  – an aspect of the work environment that can cause a stress response that can lead to psychological or physical harm.  

Research consistently links unmanaged or poorly executed organisational change with outcomes like chronic stress, burnout, disengagement, and increased turnover. Worse, people negatively impacted by one round of disruption often become less resilient to the next. In a world where technological, environmental, and social disruptions are compounding, it can become a vicious cycle, eroding wellbeing, productivity and workplace culture. 

Put simply, unmanaged disruption isn’t just an operational risk — it’s a mental health one too. Furthermore, as workplaces in many jurisdictions are legally obligated to identify and manage psychosocial hazards, failing to effectively manage change could create exposure to duty holders.  

Outdated models, inadequate responses 

Traditional change management frameworks are no longer fit for purpose. They assume a structured journey from point A to point B that can be planned, communicated and carefully managed.  

However, in reality, today’s disruptions often arrive unannounced, overlap unpredictably, and ripple through organisations in unforeseen ways. 

Existing guidance for managing disruption often focuses on vague leadership principles such as “communication” and “trust”. Although important, this principles-based approach can be hard to translate into specific actions leaders can take when facing real-time crises. 

There’s also a gap in responsibility. Managing disruption isn’t just a task for senior leadership or the People and Culture team. Instead, it requires coordinated action across all levels of the business – with everyone equipped to respond in ways that protect both people and performance. 

What good looks like 

Some progressive organisations are already adapting to create their own methods for managing disruption. They’re embedding psychosocial risk management into everyday practices, not just when a crisis strikes. And crucially, they’re fostering collaboration between change management, mental health, and workplace safety and wellbeing experts to develop more resilient systems. 

This kind of forward-looking, disruption-resilient approach will soon be the benchmark, not the exception. 

Australia can lead the way 

 With legal obligations to manage psychosocial hazards in the workplace now firmly in place, Australia is well positioned to lead on this issue. What’s needed now are clear, actionable frameworks for managing continual disruption in ways that support mental health, retention, and long-term organisational resilience. 

Because if disruption is here to stay — and all evidence suggests it is — our workplaces need to be far better prepared. 

Supporting your team to manage disruption

We are proud to offer a range of workshops and webinars to support your employees and leaders to build mental health capability, literacy and confidence to act – including managing change and disruption. We pride ourselves on packing our workshops with practical strategies you and your team can apply immediately upon leaving the workshop.  Find out more.

Managing change and disruption series

We partnered with the National Mental Health Commission on a practical guide to help organisations better understand the impact of disruption and how to plan and undertake change management to support people in the workplace.

Read it here.

The post Disruption is the new normal — and Australian workplaces aren’t ready  appeared first on Transitioning Well.

Whether you’re preparing for daycare drop-offs or navigating the first day of “big” school, here’s your comprehensive roadmap to making it work.

For many parents, the return to work after parental leave coincides with the availability of daycare spots. This period marks a significant time of transition as families adapt to new routines and roles.

In this article, we explore practical strategies for a smooth transition, emphasising the importance of preparation, communication, and self-care.

Transitioning to daycare

The golden rule? Don’t let your first day of work coincide with your child’s first day at daycare. Here’s why:

• You’ll want to be fully present during your child’s orientation phase
• Early transitions give you buffer time for unexpected adjustments
• The infamous “daycare immune system build-up” (yes, those early weeks of sniffles are real!)

“Trust me you’ll be grateful to have to time to be present or not be rushing to a meeting when your child might need you stay a little longer,” says Transitioning Well co-founder, Justine Alter.

Planning ahead allows you to be present during the orientation phase, rather than juggling work commitments and a child adjusting to a new environment simultaneously. 

Remember, it’s not just the kids transitioning…  

Use the orientation period strategically. While your child adapts to their new environment:

• Schedule personal appointments you’ve been postponing
• Take time to refresh your professional wardrobe
• Enjoy some quiet moments to mentally prepare for your return to work

Creating your family game plan

Having a well-thought-out transition plan is crucial for managing potential contingencies and ensuring a successful return to work.

Conversations with partners about shared care responsibilities and domestic duties should begin early to avoid stress and misunderstandings once work resumes. 

“Once you’re back at work and tired, it makes these conversations a lot harder!” Says Justine. ‘Adopting the motto ‘ask, don’t assume’ with your partner encourages open communication, preventing disappointment stemming from unmet expectations.

Before diving back into work:

1. Have detailed discussions with your partner about shared responsibilities
2. Define clear expectations for household duties
3. Adopt the “ask, don’t assume” principle for family logistics

For daycare:

• Practise the morning routine, including bag packing
• Create a visual schedule with pictures for young children
• Plan gradual increases in attendance hours

For Primary School Pupils:

• Arrange playdates with future classmates
• Introduce age-appropriate household responsibilities
• Involve them in packed lunch preparation and uniform organisation

For Secondary School Students:

• Encourage summer reading of set texts
• Help establish study routines before term begins
• Create a calendar system for managing assignments

Modern workplace support

Today’s organisations increasingly recognise the importance of supporting parents through these transitions. Look for and advocate for:

• Flexible scheduling options
• Remote work possibilities
• Autonomous work arrangements
• Parent-friendly meeting schedules
• Understanding of occasional disruptions

Building Resilience

Remember that transitions take time. Some days will flow smoothly; others might feel chaotic. What matters is building sustainable routines that work for your family’s unique situation.

Consider documenting what works and what doesn’t. This “transition diary” can help you adjust strategies and might even help other parents in your network.

Looking Forward

The key to successfully navigating these transitions lies in preparation, flexibility, and open communication. Whilst the initial weeks might feel overwhelming, remember that thousands of families successfully manage this journey every year.

By taking a proactive approach and utilising available support systems, both at home and in the workplace, you can create a balanced routine that works for everyone involved.

To find out more about how Transitioning Well can help support parents and carers in the workplace, take a look at the Parents and Carers page.

The post How to navigate the transition to daycare and school appeared first on Transitioning Well.