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Outdated models, inadequate responses 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.

By Dr. Sarah Cotton

There is nothing wrong providing employees with healthy food and opportunities to exercise per se, but ad-hoc perks don’t cut it when it comes to protecting employees’ mental health today.  

Prevention over crisis management

The workplace mental health landscape has transformed dramatically. While Employee Assistance Programs (EAPs) remain valuable, they shouldn’t be an organisation’s only line of defence. Modern wellbeing strategies must address potential stressors before they become crises – from AI-driven workplace changes to the challenges of our evolving flexible work culture.

Over the last decade, we’ve seen a huge shift in how we address mental health in the workplace. Pre-pandemic, many organisations considered Employee Assistance Programs (EAP) a catch-all for tackling a range of individual mental health concerns. What we know as mental health practitioners is that people often only seek EAP support when they reach a crisis point. The ideal scenario is to create a positive environment where EAPs are just one arm of a multi-pronged approach that fosters a mentally healthy environment. 

Consider implementing:

• Regular psychological safety assessments
• Preventive mental health education
• Stress management training
• Digital wellbeing resources
• Clear boundaries around out-of-hours communication

With the new Work Health and Safety (WHS) laws requiring Australian organisations to actively prevent psychological harm, and mental health support now a key factor in talent attraction and retention, a strategic approach to wellbeing is imperative for organisations and leaders at all levels.

Inclusive support for all ages and stages

Today’s multi-generational workforce demands flexible, personalised support. Whether managing early career transitions, parental leave, caring responsibilities, health conditions, or work-life integration, employees expect their organisations to provide meaningful support at every stage.

Successful organisations are creating:

• Structured mentorship programs
• Phased-return to work programs for various life transitions
• Flexible work arrangements that adapt to changing needs
• Career development pathways that accommodate life changes
• Cross-generational knowledge sharing initiatives

Supporting people to do their best work at all life’s ages and stages is a compelling way to attract and retain quality employees. People now expect to be able to work in a way that suits them. Whether they be graduates, parents or carers, those experiencing a health condition, or people simply wanting a better way to balance life and work. Employers who understand this mindset and support their people undergoing all of life’s transitions will be highly sought after as we move into future ways of working. 

Leadership that walks the talk

A wellbeing strategy is only as strong as the leaders who champion it. Beyond executive buy-in, organisations need leaders who model healthy work behaviours and actively promote psychological safety.

These include:

• Mental health training for all leadership levels
• Regular wellbeing check-ins as part of performance discussions
• Clear communication about available resources
• Leaders sharing their own wellbeing practices
• Metrics to measure strategy effectiveness

The bottom line? Organisations that invest in comprehensive wellbeing strategies aren’t just protecting their people – they’re securing their future. With mental health support now a key factor in talent attraction and retention, a strategic approach to wellbeing isn’t just nice to have – it’s a must have.

Looking for help to build a wellbeing strategy in your organisation? We can help! Connect with our team here.

The post Why Your Organisation Needs a Strategic Approach to Wellbeing appeared first on Transitioning Well.

Strategies For Small Business Owners To Switch Off

So often you hear small business owners talk about how the reality of small business is so different from what they expected.  Research by the Commonwealth Department of Industry, Science, Energy and Resources shows that small business owners and their employees are more likely to experience a mental health illness compared to the rest of the population.  

Even before the pandemic, 43% of business owners worked every weekend, with 85% of respondents admitting to regularly taking their work home with them. Today, high workloads, the availability-creep of working remotely, and cost of living pressures have created one of the most challenging environments in history to run a business. 

So, what can small business owners do?

Psychologist and Co-Founder of Transitioning Well, Justine Alter, say it’s about making conscious choices about how we want to integrate life and work for our unique situation. Here she shares her tips. 

1. Manage the transition between work and home life

We may not realise it, but we probably have transition rituals that provide a buffer between home life and work. Pre-pandemic, this might’ve been our commute to the office, but now it could be as simple as making a coffee before checking emails or scheduling a walk with a friend or your dogs to mark the end of the day. While these are small acts, such habits play an important psychological role in preparing us for the day ahead and winding down in the evening. 

As a business owner there is always work to do. You may wear many hats and feel the pressure to be ‘always on’  but no matter how much work gets done, there is always be more deliverables. It’s up to you to prioritise the demands on your time. Doing so will create a business that is more sustainable in the long run. 

2. Set realistic expectations

We often set standards for ourselves that we would never expect of anyone else. 

Step back and evaluate your business and personal responsibilities and ask yourself if they’re realistic when you take into account your time, values, needs and wants. Expectations that may have been reasonable before may not fit in with a changing work role, modified responsibilities, or your current personal responsibilities. 

3. Communicate your boundaries

Communicating consistent and clear messages to those around you will help you to set priorities and boundaries between work and personal time – people aren’t mind readers!

4. Know when to disconnect from work

While it is important that we remain connected with staff, family and our wider social networks, it can be equally valuable to ‘switch off’. You would never expect your mobile phone to keep working without the opportunity to recharge at the end of the day – and we need to intentionally re-charge ourselves too. You can only do today what you can do today. 

Set a clear work schedule and share this with your team. This will help compartmentalise your work and personal time and allow you to engage wholeheartedly in activities that are important. The people in your life will appreciate having your full attention. 

5. Prioritise sleep

Good-quality sleep is crucial for maintaining both physical and mental health.  We are all guilty of the phenomenon known as ‘Revenge Bedtime Procrastination’. You’ve just caught up on work emails, the dishwasher is stacked and you finally have a few quiet moments to yourself. Instead of going to sleep, you stay up late binge-watching one more episode despite needing to be up early the next morning. 

Small business owners are especially prone to this sleep procrastination with all the competing priorities they have to juggle. 

Being aware of this phenomenon is the first step to being able to change it! So, ditch the technology, reach for a book or include a relaxation activity like a hot bath to help wind down in the evening before bed. Your brain will thank you for it. 

6. Honour your values

When you ask people what they value most in life, they’ll often say it’s friends and family, yet we often let work priorities or our phones crowd out these intentions. 

Make sure you bring your values into your life and honour your highest priorities in practice, not just in theory. This may mean putting away your phone as soon as the workday ends or not checking emails between the hours of 6pm and 8am. 

Be conscious of how your business operations may be affecting those who work for you or your own family. Make steps to create a more sustainable business practices, prioritise connection and be more present with those who are important to you. 

7. Use technology to your advantage

It can be draining trying to remember every little detail of what you need to accomplish every day. Technology can take some of the weight off your mental load – for example, itemising purchases in an expenses app, setting staff priorities in Microsoft Teams or using a meditation app to help switch off at night. 

There are plenty of productivity and reminder apps that you can use to keep track of all the things you need to do and when. Research tells us that those who write a detailed to-do list and get it out of their brains fall asleep 15 minutes faster than those who don’t. 

Finally, be kind to yourself 

Don’t feel selfish for prioritising your basic physical and mental needs. In small business, we so often advocate for everyone else before ourselves. It is so important to ensure that we have fuel in our own tanks and our basic physical and mental health needs are met. As Libby Trickett, the famous Australian swimmer puts it best, ‘You can’t pour from an empty cup’. 

With high levels of burnout and workplace exhaustion across the globe, now is a great opportunity to test the temperature of your water so you can take stock to continue to live and work well.  

Access the following resources for information and advice on managing your stress and mental health.

FREE workplace mental health coaching

• Free coaching from a highly trained expert to help you create or fine tune your mentally healthy workplace.
• The coaching service is available to eligible business owners, leaders, and managers in NSW.
• To book: https://www.nsw.gov.au/mental-health-at-work/free-training-and-coaching/coaching

Mental health and wellbeing support services

• Ahead for Business – small business mental health advice.
• Small Business Mentoring Service – small business mentoring and events.
• Heads Up – small business mental health advice.

Crisis support services

• Lifeline – call 13 11 14 for 24-hour crisis support.
• Beyond Blue – call 1300 224 636 for 24-hour crisis suppo

The post Strategies For Small Business Owners To Switch Off appeared first on Transitioning Well.

Being Flexible About Flexibility

A flexible work environment has become more than an added perk. In our episode of our new “Transitioning Well Presents” podcast on flexibility, we were joined by CEO and Founder of Hot Toast, Sarah Lawrance, Partner at HR Legal, Georgie Chapman, and Managing Director at Transitioning Well, Justine Alter to talk all things flexibility in the workplace. 

From the different ways employees can work flexibly and how to communicate flexibility with your clients to what you need to know from a legal point of view, and why we need to be flexible about flexibility.

On managing flexibility with a flexible team 

The conversation highlighted the numerous benefits of flexibility, including attracting and retaining top talent, improving work-life balance, as Sarah Lawrance, CEO of Hot Toast says, “Flexibility has been a massive win for us in terms of attracting the right people, retaining the right staff but also remembering what we’re here for, and that’s our families and to get that balance in our life.”

Listen to the podcast here:

However, implementing flexibility effectively can be a challenge, particularly for small businesses. Sarah acknowledges the hurdles she faced in creating a flexible work environment. While initially offering complete freedom, Lawrance found it unsustainable as the company grew. Lawrance herself admits, “We had to pull it back a bit so we had a few accountability points in our week, and also so the junior members of staff had support and training.” The solution? Striking a balance between flexibility and accountability, ensuring clear communication to maintain productivity.

On creative solutions 

For businesses operating in industries where traditional nine-to-five schedules are the norm, the concept of flexibility requires creative solutions. Justine suggests challenging assumptions and exploring options like job sharing. This approach, when implemented effectively, can be a win-win for both employers and employees.

“One of the things I think is very under-utilised is job sharing,” says Justine. “When it’s done well, it’s the solution to so many things but it has its limitations. And giving people flexibility by making sure you have enough coverage, and challenging assumptions. A lot of the time workers or employers are doing things just because it’s the way its always been done.”

Why communication is key

Transparency and clear communication are key for a successful flexible work environment. Sarah Lawrance highlights the importance of setting expectations with clients from the outset. She says, “When we onboard clients, we’re really clear that this isn’t the type of organisation where people are working five days a week. And that they know that we work as a team.” Employers need to ensure they have sufficient coverage for situations where employees need to adjust their schedules.

“If you are a small business owner listening to this, that becomes the cornerstone to how you actually do flexibility an execution level.” 

Flexibility for all ages and stages 

Georgie Chapman, a partner at HR Legal, emphasises that flexibility shouldn’t be solely viewed as a benefit for parents. It should cater to individuals at all stages of their careers, allowing them to manage personal commitments alongside professional goals. This requires a business-wide shift in mindset, with all levels of the organisation embracing flexibility and fostering a supportive team environment, as Justine says “It’s about every level of the organisation embracing flexibility and having a team that can support people to be their best at work.”

Flexibility in the workplace is not a fixed concept. It’s an ongoing process that requires adaptation and clear communication. By embracing flexibility with a nuanced approach, businesses of all sizes can create a work environment that fosters productivity, employee satisfaction, and a healthy work-life balance.

Visit the Parent Well for more resources to support the transition from ‘working person’ to ‘working parent’. And for more episodes of Transitioning Well Presents visit https://www.theparentwell.com.au/podcast/ 

The post Why We Need To Be Flexible About Flexibility appeared first on Transitioning Well.

Mastering Life-Work Boundaries as a Working Parent

For working parents and business owners, achieving work-life balance is a constant struggle. The demands of our careers often clash with the needs of our families, leaving us feeling stretched thin and resentful. In a recent episode of our new “Transitioning Well Presents” podcast, Samantha Kourtis, Jeremy Macvean, and Bri Hayllar unpack what good boundary management in the workplace looks like. 

The Cost of Neglecting Boundaries

Samantha Kourtis, Managing Partner & Pharmacist at Capital Chemist and 2014 Telstra Business Woman of the Year, shares a powerful personal story. During the pandemic, her dedication to work – keeping her staff afloat and serving the community – caused her to miss what was going on at home. This resulted in her daughter becoming seriously ill, a wake-up call that forced her to take six months off work to prioritise her family. Samantha emphasises that neglecting boundaries can have devastating consequences, highlighting the importance of self-care for working parents. 

“I learnt the hard way, that if you don’t have boundaries as a business owner, then you are the back-up plan for every problem. Your life will go by without you,” Samantha Kourtis.  

Listen to the podcast in full

Boundaries: The Pillars of Life-Work Balance

Bri Hayllar, Senior Consultant Psychologist at Transitioning Well, explains that boundaries are essential for protecting our time, energy, and attention. These boundaries allow us to focus on the things that matter most, preventing us from being pulled in too many directions. Jeremy Macvean, founder of The Father Hood, emphasises the importance of fluidity in managing boundaries. He suggests viewing parenting as a job with specific priorities. Just as you wouldn’t miss a crucial work meeting, you shouldn’t miss important moments in your children’s lives.

“I think about parenting as a job. I used to coach my daughter’s netball team at 4pm on Mondays. I would think about that as a meeting on a Monday night that I couldn’t miss, and block that time in my diary. Use the meeting framework or whichever tool you use to organise your life to as a way to help manage boundaries,” advises Jeremy Macvean.  

Setting Boundaries as a Team Effort

You can’t do it all, and it’s important to view life and parenting as a collaboration. Jeremy suggests calling in reinforcements, like a partner or childcare provider, to help manage competing priorities. Samantha also emphasises the value of involving children in the process. Asking them about what’s important to them allows you to align your boundaries with their needs.  

“It was important to my kids for me to attend assemblies when they were little, but as they get older they don’t necessarily want me around taking photos or at their games screaming from the sidelines,” Samantha acknowledges. 

Intentionality: The Key to Sustainable Boundaries

Our time and energy are finite resources, and setting boundaries involves allocating them strategically. Just like a budget, we need to decide where to invest our energy to create a fulfilling life. This may require saying no to some things, even if it means sacrificing a bit of praise or recognition. The upshot is that prioritising your boundaries ultimately leads to a more balanced and enriching life.

“We’ve got a certain amount of time and energy in a day and no matter the amount of roles we take on as a parent, or as a business owner, we still only have the same number of minutes every day and the same amount of energy. Finding where you want to put your boundaries comes down to where do you want to put your budget,” says Bri Hayllar. 

Setting boundaries can be uncomfortable. We may fear missing out on opportunities or disappointing others. Bri acknowledges this discomfort but emphasises the importance of being courageous and accepting the consequences. Samantha adds that clear communication with your employer and employees is crucial to manage guilt and ensure everyone understands and respects your boundaries.

Leading by Example: The Role of Communication

Effective boundary setting requires clear communication. Leaders, especially, need to be explicit about allowing flexibility and respecting employee boundaries. By modelling healthy boundary behaviour, they empower their teams to do the same.

Bri covers the various types of boundaries, including time boundaries (e.g., not working late every night), task boundaries (e.g., not taking on additional tasks), and physical boundaries (e.g., establishing a dedicated workspace). Effective communication is key to establishing these boundaries and ensuring everyone is on the same page. This includes clearly communicating your boundaries to who they apply to, and who will hold you accountable for maintaining them.

“The key thing is to think about your boundaries, put them in place and then communicate them. Communicate them to whoever might break them. And more importantly, communicate them to whoever is going to hold us account when we break them ourselves,” Bri Hayllar.  

Boundaries aren’t static. Life circumstances change, and our priorities may need to be adjusted over time. 

“Check back in periodically. Do I still want those fences in those places? Are they just gradually getting knocked down without me noticing? Who is doing the knocking down is it other people or is it me?” Bri Hayllar. 

Visit the Parent Well for more resources to support the transition from ‘working person’ to ‘working parent’. And for more episodes of Transitioning Well Presents visit https://www.theparentwell.com.au/podcast/

The post Mastering Life-Work Boundaries as a Working Parent appeared first on Transitioning Well.

How to have a conversation about retirement as a leader

As the population ages, the nature of retirement is changing, and it is important for organisations and their leaders to be aware of this. Historically, retirement was a standard process of a quick and permanent exit from full-time work at 65 years of age. Now there is no formal retirement age in most circumstances, and people are working longer either by choice or necessity. Some workers are seeking alternative forms of retirement, including phased retirement, transitioning into unpaid work, entering an entirely new field, or starting a business.

Organisations need to engage older workers before they begin to think about retirement. Rachael Palmer, who led Transitioning Well’s Ageing Workforce Ready Project, says what organisations need to do, in collaboration with employees, is find out what are the most appropriate work adjustments for older workers. ‘Ask, don’t assume’ what your workers need in this life stage. 
 
“The alternative is, all the wisdom, experience, emotional intelligence, diversity – all these things that are good for business – walk out the door,” says Rachael Palmer.  

As a leader, navigating the conversation about retirement can be a delicate dance. You might be wondering how do you initiate the conversation? How do you have the conversation without seeming insensitive? What do you say if they want to keep on working?  

While some older workers may be planning  permanent retirement, others will prefer a phased retirement, or some may be feeling ‘stuck’ emotionally or are unable to retire due to financial reasons.  

Initiating the conversation about retirement is often avoided by leaders due to it’s sensitive nature. However, with thoughtful planning and clear communication, you can maintain a positive working relationship and ensure a smooth transition in the late career phase for both the individual and the organisation.  

Laying the Groundwork: Know Your People 

The “know your people” principle is paramount. Regular check-ins, not just performance reviews, provide an opportunity to gauge an individual’s future plans. Listen for subtle cues about retirement aspirations, such as changes in work-life balance preferences or discussions about caring for grandchildren, future travel goals or alternate interests outside of work 

Planning for the Talk 

Instead of solely focusing on full retirement, acknowledge the growing trend of a phased retirement. This caters to individuals who may desire continued work, but with more flexibility or a shift in focus. 

Consider highlighting the value proposition for the employee to consider a different role within the organisation. Their experience can be invaluable in mentoring younger colleagues or taking on a consultant role or project-based work.  

Financial security is a major concern for many employees contemplating retirement. Explore the resources your organisation offers to help them plan for their future, such as retirement planning workshops, ageing well, or financial/superannuation advice. Additionally, investigate phased retirement programs – a growing trend – that allows them to gradually transition out of the workforce. 

Research by the Ageing Workforce Ready project suggests that flexible work arrangements can be beneficial for mental wellbeing, allowing older workers to maintain a healthy work-life balance while continuing to contribute their valuable expertise. Retiring can be a shock to the system for many workers who have worked for decades and have a strong work identity- even if they wanted to stop working. A poorly planned retirement can leave people feeling lost and without a purpose.  

For some individuals, retirement may not signify a complete disconnect from the organisation. Discuss the possibility of joining your alumni network which allows them to stay connected with former colleagues, contribute their expertise in an advisory role, or participate in mentorship programs for younger team members. 

Understanding the Benefits of Older Workers

• Older workers bring a wealth of experience and knowledge accumulated over their careers. This can be invaluable for problem-solving, innovation, and mentoring younger colleagues.

• Statistically, older workers tend to be more reliable and have lower turnover rates compared to younger generations. This translates to a more stable and predictable workforce.

• Older employees often possess well-honed communication and interpersonal skills, leading to positive customer interactions. This can be particularly valuable in industries where trust and rapport are crucial.

• An age-inclusive workforce fosters a more diverse talent pool. This leads to a richer pool of ideas, a wider range of perspectives, and a more representative customer understanding.

Conversation Starters  

Planning and Goals:

• Do you have a general timeline in mind for retirement? (Open-ended question to gauge their current thinking)
• Have you started thinking about your financial goals for retirement? (Opens the door for a discussion about support they might need)
• Beyond finances, what are some things you’d like to achieve or experience in retirement? (Helps understand their broader vision)

Current Work Situation

• Are there any aspects of your current role that you’d like to continue into retirement, perhaps in a modified form? (Identifies transferable skills or interests)
• Would you be interested in exploring options for a phased retirement, such as transitioning to part-time work? (Gauges openness to flexible arrangements)
• Is there any knowledge or expertise you’d like to pass on to colleagues before you retire? (Highlights their value and opens the door for knowledge transfer)

Communication and Support

• Do you feel comfortable discussing your retirement plans with me openly? (Establishes clear communication)
• Is there any information or support the company can provide to assist you in your retirement planning? (Offers support and demonstrates company commitment)
• If you have any questions or concerns about transitioning to retirement, please feel free to bring them to my attention. (Opens the door for ongoing dialogue)

Remember: 

• Maintain a positive and supportive tone throughout the conversation. 
• Actively listen to their concerns and avoid making assumptions. 
• Let the conversation flow organically, building trust and openness. 
• Express your appreciation for their contributions to the team. 

The goal isn’t to force an immediate retirement, but to plant the seed and initiate a dialogue with your ageing workers. This conversation can be revisited in the future as their circumstances or perspectives change. 

Following the initial conversation, continue fostering open communication. Creating a supportive environment and facilitating a psychologically safe environment helps empower people to navigate their later career stages with confidence. Fostering a positive and respectful transition ensures older workers leave with a sense of accomplishment and a lasting connection to the organisation. 

Establishing a reputation as an employer that provides genuine and practical support to older workers can contribute to a healthy and engaged workforce. Workplaces that educate and encourage help-seeking behaviours by providing practical tools, resources and information can help those in the late career phase to successfully navigate this tricky life stage. 

To find out more about how Transitioning Well can help you older workers in your workplace, take a look at our retirement transition coaching and late career and retirement resources.

The post How to have a conversation about retirement as a leader appeared first on Transitioning Well.

The role of career adaptability in navigating life transitions

It’s no secret that the world of work has become more volatile, uncertain, complex and ambiguous (VUCA) over the last three years. Employees today need to be able to adapt not only in the workplace, but to external factors outside of their control to remain successful and competitive in today’s ever-changing job market. 

So, how do leaders continue to engage and support their teams in uncertain times? And how do workers ensure their skills don’t become redundant? 

Enter career adaptability. 

In the ever-evolving modern workplace, career adaptability has emerged as a key determining factor of individual and organisational success, says TW’s executive and transition coach, Pam Armstrong. 

“In a dynamic work environment characterised by constant changes, organisations must recognise and promote employees’ ability to adapt their careers,” says Pam.

“This proactive approach successfully enables organisations to navigate shifting industry landscapes, societal expectations, and environmental factors.” 

What is career adaptability? 

Embedded in a psycho-socio construct, career adaptability involves a spectrum of behaviours, competencies, and attitudes that empower individuals to align themselves effectively with a job that suits them well, especially during times of change. 

This ability to adapt is contained in four adaptive strategies: concern, control, curiosity, and confidence, reflecting a person’s readiness to face the challenges of a dynamic professional world.

The role of career adaptability in career transitions 

Career adaptability becomes particularly relevant in significant life transitions says TW psychologist Tess Collins.

“When faced with a career challenge such as redundancy, career adaptability can help a person adjust, learn and grow from the experience,” says Tess.

“Individuals with high career adaptability are more resilient and better equipped to thrive in dynamic and unpredictable professional landscapes as they benefit from using adaptive strategies like concern, control, curiosity, and confidence.”

Why organisations should prioritise career adaptability 

Traditionally, financial incentives were the primary drivers of employee engagement and retention. Over the last few years, we’ve seen a paradigm shift towards personal motivational factors such as work-life balance, flexibility, and autonomy. 

Organisations that actively promote career adaptability through comprehensive programs retain talent and remain resilient and competitive amid ongoing transformations in the business and employment landscape. 

There has been many studies that demonstrate job satisfaction and employee wellbeing lead to higher retention, engagement and productivity. And similarly, research indicates higher levels of career adaptability is linked to increased employee engagement, flourishing, overall career success, and life satisfaction, especially among young workers (Coetzee et al., 2017; Magnano et al., 2021).

The changing world of work 

The contemporary psychological contract between employers and employees emphasises shared responsibility for career planning, surpassing traditional notions of job security and promotions. 

Organisations should implement career programs that encourage individuals to proactively manage their career planning to foster work engagement and employee retention, considering it a vital facilitator for success in the 21st-century workplace (Guest et al., 2010).

Ultimately, organisations should prioritise building career adaptability in their workforce through training and development programs. Aligning personal values with business values and ensuring a good fit between individual strengths and job roles are additional strategies to enhance career adaptability and support successful career transitions.

5 organisational strategies for supporting people during redundancies and career changes

Organisations undergoing restructuring and resizing need new approaches to maintain and increase engagement, and retain employees and productivity. They can do this by:

• Ensuring employees are equipped with knowledge of career adaptability and given strategies to increase concern, control, curiosity, and confidence to be in the best position to face challenges when they arise.

• Making sure leaders regularly check in and connect with their people – and that leaders validate their employees’ emotional experiences of change and transition. 

• Training employees to be confident in the workplace, using resumes and interviews for internal role applications and deploying processes to retain talent.

• Ensuring employees seek work that is an appropriate job fit – that their personal values align with the business values and their strengths align with the role.

• Understanding that psychological factors such as readiness, confidence, control, perceived support, and decision independence also play a crucial role in the experience and duration of disruption at the individual level. Proactively addressing and boosting these five factors can help protect mental health.

Conclusion 

Career adaptability isn’t a buzzword; it’s a critical component for individual and organisational success in the rapidly changing landscape of the modern workplace. Organisations that actively prioritise and foster career adaptability are better positioned to address challenges and uncertainties. At an individual level, embracing the adaptive strategies of concern, control, curiosity, and confidence, can help people navigate life transitions successfully and contribute to their organisations’ overall resilience and competitiveness too.

To find out more about how Transitioning Well can help in your workplace, take a look at our redundancy and career change resources or contact us to learn more.

The post Why organisations should care about career adaptability appeared first on Transitioning Well.

Leading through hard times

Given the prevalence of redundancies and the increase in self-directed career changes, it is important for organisations to shift their practices to understand, support and respond to these transitions.

As long-term unemployment significantly increases the risks of individuals experiencing poor mental health, it is important for organisations to support displaced employees through the transition and to find suitable work. Just under one-third of displaced workers are still unemployed after 12 months and re-employment rates are even lower for certain groups, including women, older workers and those with less formal education (OECD).

Australian employees change jobs 12 times throughout their life, with an average tenure of 3.3 years.

-Australian Institute of Business

Organisations that actively support exiting employees with their transition help mitigate against risks such as employee self-harm, or other mental health-related issues, as well as potential lawsuits. It also helps to ensure exiting employees maintain a positive association with the employer brand in the market. Most importantly, it helps people find their pathway through one of life’s most challenging and stressful events, with dignity and respect.

The remaining employees are also more likely to maintain favourable opinions of the organisation due to the way they have seen their colleagues being treated on exit. This is critical to help re-engage the ‘survivors’ who often feel guilty and disengaged after a redundancy process.

Transitioning Well’s Bri Hayllar says there are many things a leader can do to support the team through a restructure or role redundancies.

“The key to understanding your role is to understand the impact of change on people,” says Bri. “Uncertainty is not usually a human happy place. In the face of uncertainty, the brain literally doesn’t have a map. It can’t conceptualise exactly what’s coming, and therefore it predicts lots of potential outcomes. This can be exhausting, distracting, and depleting.”  

“In times of change and uncertainty, we need to look after ourselves more. However, people can often be really concerned about impression management and so they may actually be doubling down on their work efforts and actually reducing their self-care at this critical time. Leaders explicitly giving people permission for self-care is invaluable. Don’t assume they know it.”

Take a look at the full video below where Bri outlines strategies for leading well through hard and uncertain times.

5 Tips for supporting people during periods of organisational change

• Build open transparent communication and trust in the workplace. This includes sharing the nature of changes, reasons for the change and how and why decisions are made. 
• Ensure your redeployment process is effective at identifying and matching impacted employees to any current roles. 
• Offer voluntary redundancies as a first option, to help reduce the need for involuntary displacement, if possible. 
• Support positive exit rituals when individuals leave an organisation, including a formal farewell that allows individuals to say goodbye to colleagues, where possible. 
• Depersonalise language regarding role changes. While subtle, this can help individuals depersonalise and reframe their experience. For example, “My role was made redundant“ versus “I was made redundant“. 

Establishing a reputation as an employer that provides genuine and practical support to both exiting and current employees can contribute to a healthy and engaged workforce.

Workplaces that educate and encourage help-seeking behaviours by providing practical tools, resources and information can help those in a career change or role redundancy to successfully navigate this transition. 

To find out more about how Transitioning Well can help in your workplace, take a look at our redundancy and career change resources.

The post Leading through restructure and role redundancies appeared first on Transitioning Well.

How to protect older workers from psychosocial hazards and risks in the workplace

Globally, the population is ageing. According to the Australian Bureau of Statistics, about 15% of the Australian population were aged over 65 in 2017, and this is expected to increase to 20% by 2037. There are more older Australians (e.g. 50 years or over) participating in the workforce, jumping from 47% in early 2000, to over 65% today. These changes are driven by various factors including increased cost of living, longer lifespans, low fertility rates etc. all leading to longer working lives.

As the population ages, the nature of retirement is changing, and it is important for organisations to be aware of this. Historically, retirement was a standard process of a quick and permanent exit from full-time work at 65 years of age. Now there is no formal retirement age in most circumstances, and people are working longer either by choice or necessity. Some workers are seeking alternative forms of retirement, including phased retirement, transitioning into unpaid work, entering an entirely new field, or starting abusiness.

You’ll often hear us talking about the messy intersection between life and work, and the ‘messiness’ in the late career to retirement transition is no exception. Older workers are dealing with a range of issues like ageism, health-related changes such as menopause, additional caring responsibilities with ageing parents, and changes in identity from adult children leaving home.  

Organisations need to engage older workers before they begin to think about retirement. Transitioning Well’s Rachael Palmer says what organisations need to do, in collaboration with employees, is find out what are the most appropriate work adjustments for older workers. ‘Ask, don’t assume’ what your workers need in this life stage. 
 
“The alternative is, all the wisdom, experience, emotional intelligence, diversity – all these things that are good for business – walk out the door,” says Rachael Palmer.  

Watch the full video below:

6 Tips for supporting successful transitions to late career and retirement  

Raise awareness and listen to employees

• Raise awareness of the value and benefits of an ageing workforce by educating senior leaders about ageism, ‘stereotype threat,’ and implicit bias. Examine the assumptions made about age at each stage of the employee life cycle from recruitment to retirement and integrate ageing workforce considerations into strategic planning.
• Educate people about older workers to dispel myths and stereotypes about ageing. Older workers are a heterogeneous group that span at least two generations. Peoples needs change from late career through to retirement, and differ between individuals.
• Assess the supports available to older workers. Listen to older employees to understand their needs and concerns, analyse workforce data, and review existing policies and practices. Use feedback and data to identify specific risks and opportunities relating to late career and transition to retirement.

Review policies and processes

• Ensure recruitment processes are free from discrimination and bias. Develop recruitment material that is attractive to older people. Consider age diversity when choosing the make-up of the interview panel. Incorporate ‘blind recruitment’ where possible (applicants do not disclose their age or other identifying information and are instead judged only against inherent job requirements).

• Enable knowledge transfer through formal and informal mechanisms. Introduce mentoring or buddy systems that facilitate two-way learning across different age groups. Succession planning is also an important part of this knowledge transfer and can help individuals feel comfortable and prepared to retire.

• Be open to flexible working arrangements. Flexibility is valuable for all ages and people 55 years or older are entitled to request flexible working arrangements. Best practice flexible working arrangements go far beyond part-time work or work- from-home. Options that appeal to older workers may differ from other life-stages and include longer periods of leave for travel, ‘lifestyle rosters’, and ramping down to retirement.

Establishing a reputation as an employer that provides genuine and practical support to older workers can contribute to a healthy and engaged workforce. Workplaces that educate and encourage help-seeking behaviours by providing practical tools, resources and information can help those in the late career phase to successfully navigate this tricky life stage. 

To find out more about how Transitioning Well can help you older workers in your workplace, take a look at our transition coaching resources.

The post Protecting older workers from psychosocial risks appeared first on Transitioning Well.

When was the last time you were so absorbed in an activity that you lost track of time? Perhaps you’ve been embracing your creative side recently … or perhaps like many of us, it was so long ago you barely remember.   

Three years after the onset of the pandemic, many things have gone back to normal, but navigating the uncertainty and sustained disruption of the pandemic has depleted our surge capacity. The intensity of the pandemic may have passed, but we’re running on empty. 

Globally, many of us are experiencing disengagement, stagnation, fatigue and a sense of ‘meh’ in many aspects of our lives. The cost of living is rising, the workplace landscape feels like it’s in a constant state of flux, and we’re living in a time of global unrest. 

Collectively speaking, many of us are experiencing a type of emotion known as Languishing, first defined 20 years ago by sociologist Corey L. M. Keyes. What is languishing? It’s the sense that we’re existing in a holding pattern, muddling through our days and feeling ‘blah’ – not quite depressed but not quite happy either.  While it’s not a mental illness, languishing can be a precursor to a range of mental health issues. In fact, research has found the risk of major depression in languishing adults is six times more likely than flourishing (mentally healthy) adults. 

As the middle of the year approaches, it’s a good time for a reset.  

So how do we move away from languishing and into flourishing? One antidote is a concept called Flow. 

What is Flow?

When you’re in the state of Flow, you:

• lose track of time;
• are completely focused on the task at hand;
• become so absorbed you forget about the world around you;
• feel happy and fulfilled.

Flow was first identified and researched by Mihaly Csikszentmihalyi, one of the pioneers of the scientific study of happiness. According to Csikszentmihalyi, there are a few conditions that need to be met in order to achieve a flow state.

1. A clear set of goals
2. Immediate feedback on what you’re doing
3. Balance between the perceived challenge of the task and your abilities

“There’s this focus that, once it becomes intense, leads to a sense of ecstasy, a sense of clarity: you know exactly what you want to do from one moment to the other; you get immediate feedback,” Csikszentmihalyi said in his TED Talk (watch below).

People are their most creative, productive, and happy when they are in a state of flow. Achieving Flow state is different for everyone, for some it could be outdoor challenges such as hiking or learning a new dance, for others, it’s creative pursuits like baking or pottery. The key to finding flow is to do something you love and create a ritual to do it often.   

When it comes to Flow at work, it’s important to distinguish between productivity and flow. Productivity is ticking off 10 items on your to-do list and keeping busy answering emails and tending to other people’s priorities. Flow is the state of working on a project that fulfils you and brings you closer to your career and life goals. 

Ways to Find your Flow at work  

• Ensure a challenge-skill balance.  A task that is too easy and doesn’t require all of your brainpower won’t get you into an optimal state of flow. Conversely, you may disengage when a task is too hard. It may take some experimenting to find the type of work you love and feel passionate about. If this isn’t in your day job, you might want to consider finding work that fulfils you or a project within the scope of your current field which can have a positive impact on your career.

• Avoid distractions. Turn off distractions such as phone and email notifications, social media alerts and anything else that can pop up and distract you away from your thoughts. If you work best with music on, putting headphones on can help you get into the zone.
• Find your peak time. Discover when you do your best work. Is it early in the morning or late at night? Find a time when you have plenty of energy and limited distractions. If you have a family at home, getting up early or making time when the kids are in bed can be helpful for concentration levels.  

How Transitioning Well can help you and your workplace create the optimal conditions for experiencing a flow state

If you’d like your people to have access to strategies to reduce languishing and protect wellbeing, learn more about our ‘Finding flow’ workshop, part of our Focus @ Work Series, here or contact us at info@transitioningwell.com.au 

The post How to Achieve Flow at Work appeared first on Transitioning Well.