Across NSW (and arguably the rest of the country), small and medium-sized businesses are facing a complex challenge: understanding – and acting on – their psychosocial risk responsibilities.

For many, despite psychosocial risk obligations being in place in NSW since 2022, this is unfamiliar territory.

Coach Kresh Pidial observes that many organisations – particularly those without HR, OHS or risk departments – don’t yet have a strong understanding of psychosocial hazards and how they apply in the workplace. Yet, she adds, their commitment to staff wellbeing and mental health support more broadly, shines through.

Coach Oliver Zwalf explains that one of the key challenges for leaders striving to foster a mentally healthy workplace is helping them understand “where the boundaries of their support start and finish,” particularly in small businesses where relationships can feel close or “family-like.”

Coach Tessa Bailey sees similar themes, noting that leaders often don’t know where to draw the line between being a supportive employer and referring staff to professional support.

 “You’re not here to fix,” she says. “You don’t mend broken legs. If the bandage doesn’t work then get practitioner support … and make sure you’re looking after your own boundaries as well.”

The challenges organisations are facing

Organisations are operating in an environment of continual change and disruption.

 Transitioning Well’s coaches cited common pressures across organisations, such as:

• The economic landscape and cost of living impacts on staff wellbeing
• Role instability and workforce anxiety
• Difficulty navigating performance and mental health together
• Limited capability in having difficult conversations
• Poor or inconsistent communication across teams.

Many organisations are also struggling to interpret what psychosocial legislation actually means in practice.

Tessa notes that a common question from clients is: “Am I fulfilling my obligations?” – with coaching helping to translate codes of practice into something usable and relevant.

How coaching helps

Proudly funded by the NSW Government, the Workplace Mental Health Coaching Program provides free, structured one-on-one support to NSW businesses with up to 200 employees and not-for-profits of any size, helping businesses make sense of these challenges.

“Coaching helps build a framework that can meet compliance requirements,” says coach Anna Kijowska, “But it also anchors practices into day-to-day experiences.”

For Program Lead Gagan Mudhar, one of the defining benefits is access:

“There are very few programs of this quality, this level of rigour… available to small and medium-sized businesses.”

Unlike traditional training, coaching is flexible and tailored.

Gagan explains that the program allows coaches to “walk them through complex challenges, sit with their problems… and not push them down a particular route.”

This adaptability is critical for small and medium sized businesses, where no two workplaces – and no two problems – are the same.

The power of incremental change

Coaching doesn’t rely on big interventions. It works through incremental, practical change.

“It’s almost like coaching bites,” says Kresh. “It’s a little bit every few weeks, and before you know it, they’ve transformed their company.”

That transformation might include:

• Building confidence to have difficult conversations
• Introducing clearer boundaries for leaders
• Identifying psychosocial hazards and responses
• Strengthening communication across teams.

Importantly, coaching helps organisations move beyond documentation.

“We want to help in a really pragmatic way,” says Anna. “Leaders don’t have to feel like they have to do it all themselves.”

As Tessa explains, “It’s not another policy… it’s how the shared language in the organisation puts it into practice.”

Helping leaders be well and lead well

For many small and medium sized business leaders, coaching also provides something they don’t often have: a safe space to think.

Gagan highlights the value of having “someone in their corner… a safe, confidential space to talk about what’s actually going on in their business.”

This is especially important when leaders are managing:

• Complex people issues
• Conflicting demands
• Uncertainty around compliance.

Coaching allows them to build confidence before acting – rather than reacting after something goes wrong.

Tessa notes that for many leaders, a lot of the support comes down to communication.

“There are no healthy relationships without healthy communication,” Tessa says. “If you want good outcomes, you need healthy communication.”

The impact

“For many organisations coaching helps cut through the ‘information overload’,” says Anna. “Many clients say that there’s a lot of information out there, and it can take a lot of time to get through it all. Coaching helps cut through that. Clients can discuss what they’re struggling with, get support and guidance and ultimately be better placed to take action.”

Over time, coaches see a consistent shift in how organisations approach workplace mental health.

Reflecting on the five years Transitioning Well has delivered the program, Gagan notes that more clients are owning their responsibility to build a mentally healthy workplace:

“We’ve started seeing businesses come in saying, ‘I think I do actually have a responsibility… I want to do the right thing – can you help me?’”

And the numbers speak for themselves. Since 2021, more than 3,000 businesses have engaged in Workplace Mental Health Coaching, reaching more than 53,000 employees.

For coaches like Oliver, the impact is most visible when clients return having applied what they’ve learned:

“They say, ‘I tried that thing we spoke about and it worked… what’s next?’”

Tessa sees this play out quickly in small and medium sized businesses, noting that it’s one of the benefits of being a smaller organisation: “You can shift very quickly… day to day, week to week, month to month.”

As Kresh reflects, the most rewarding part is seeing organisations take ownership: “They gain the knowledge… and transform their workplaces to become more psychologically healthy and safe.”

The post From Complexity to Clarity: How Workplace Mental Health Coaching Supports Businesses appeared first on Transitioning Well.

In the demanding world of performing arts, psychosocial risks such as stress, isolation, and job demands aren’t uncommon. For Bangarra Dance Theatre (Bangarra), one of Australia’s leading First Nations performing arts companies, these challenges can be amplified by constant travel and working with an often-transient workforce.

Bangarra engaged Transitioning Well to deliver Workplace Mental Health Coaching (funded by NSW Government) on understanding their WHS obligations and, more importantly, to upskill their people and foster a psychologically safe and healthy workplace.

The Challenge

Bangarra’s unique context brings a complex set of psychosocial risks. As HR Manager Atul Joshi explained, “We became very conscious of the legal frameworks that were developing around managing psychosocial risk in our company… Plus, the developments around positive duty of care. So we started looking at programmes that enabled Bangarra to address our legal obligations, but also skilled up our people, our managers in particular, around issues relating to mental health.”

With half the year spent touring, many staff – including young performers – are away from home and support networks for extended periods. Production Manager Cat Studley described the pressure: “There are deadlines every single day… and there is the mentality for a lot of people, that the show must go on.”

Some of Bangarra’s First Nations staff and dancers also experience additional layers of generational trauma, making the need for robust mental health support even more critical.

Learn more about Workplace Mental Health Coaching, proudly supported by the NSW Government.

The Coaching Approach

The coaching, funded by the NSW Government, gave Bangarra the dedicated time and space to equip touring company leadership with practical tools and strategies to identify and manage psychosocial risks.

Cat Studley explained, “She [coach Anna Kijowska] gave us some really good tools around what our first step should be”.

Cat also reflected that the coaching helped connect the touring company leadership team. “It helped us ask questions, for example, ‘Oh, I saw that you were struggling with that… Do you need support with that?’ It made it clearer how we could support each other as well as offer support within our teams.”

“Anna was great at looking at a situation and saying, ‘How do you think you should do it better? What do you think the problem was?’. Coaching was all about reflecting on things, and I think that is key.”

Coach Anna Kijowska noted that the team’s positive attitude to change enabled them to get the most out of their coaching experience.

“Touring company leadership were open to reflecting on what was and wasn’t working, and genuinely wanted to create a safer, more supportive environment – not just tick a compliance box.

“What really stood out to me about Bangarra was their willingness to engage with the process, even when it meant looking at some uncomfortable truths about workload, communication, and the unique pressures of touring.”

“Their leaders are keen to build strong, authentic relationships with team members, encouraging self-reflection and problem solving to make sure they take the most respectful approach when it comes to addressing issues. Leaders asking questions and being genuinely interested in the answer, allows a deeper sense of connection and increases the likelihood to reach out for help when things are more difficult.”

A key part of the coaching was breaking down complex challenges into actionable steps. “We spoke a lot about really recognising the signs [of mental health distress] … when someone’s having a bad day … and what we can do past that moment,” said Cat.

“Once we’ve identified a problem, how we support someone and what we do in those steps … and how we can help support the rest of the team as well as that person.”

Anna added: “Bangarra’s approach to document management and psychosocial risk reporting was a practical example of their commitment to improvement. They didn’t just want a system for the sake of it – they wanted something that would actually help people feel safe to speak up, and ensure issues were addressed quickly and fairly.”

Outcomes and Benefits

The impact of coaching has been tangible across Bangarra. Atul noted, “There’s a greater level of comfort for people to share things, experiences, to report things because I think they feel that they will be heard if there are issues and … that we will do something about it.”

Cat observed a significant cultural shift: “When I started [eight years ago], there was quite a lot of staff turnover … This year, all of the dancers are staying, which is great. We’re getting the same contractors back too because they want to work with us … I can see the change.”

Anna reflected, “It’s been rewarding to see the ripple effect of coaching at Bangarra. The team is not only more confident in managing their own stress, but they’re also supporting each other and modelling healthy behaviours for the rest of the company. That’s the real mark of success – when the benefits extend beyond the initial group and start to shape the whole culture.”

Practical changes have also been implemented, such as revising job design, remuneration structures, and introducing formal reporting mechanisms for bullying and harassment.

“We’ve changed our production team’s contracts over the last year,” Cat notes, citing previous overtime for the production team that ultimately led to the accumulation of time in lieu, that was rarely taken.

Now, says Atul, we say, “We will pay you for the extra time and clock that extra time so that you’re getting something back for it rather than a promise of extra leave which never eventuates.”

The Next Act

Bangarra Dance Theatre’s experience shows how Workplace Mental Health Coaching can be a powerful tool for managing psychosocial risk, building trust, and fostering a culture of openness and support.

As Cat advised other organisations, “Having anything in your back pocket to help with mental health is a good thing… I don’t think any training is a bad thing… It’s a really useful tool to be able to reflect on what has happened previously and how you can move forward with different ideas and different ways of coping with situations.”

Anna’s final thoughts: “Bangarra’s journey shows what’s possible when an organisation commits to genuine change. Coaching is just one part of the puzzle, but when it’s combined with practical systems and a willingness to listen, it can make a real difference.”

The post ‘The Show Must Go On’: Managing Psychosocial Risk in the Arts appeared first on Transitioning Well.

By Dr Sarah Cotton

Family and Domestic Violence (FDV) is not an issue that sits outside the workplace. One in four Australian women, and many men and gender-diverse people, will experience family and domestic violence in their lifetime. That reality includes the staff of nearly every small business.

Since August 2023, all employees, including casuals, in businesses of all sizes have been entitled to 10 days of Paid FDV leave each year. Recent findings from the Flinders University Independent Review show that employers are committed to support staff experiencing violence but often feel unsure about how to respond, what the law requires or how to navigate a conversation that may be emotional or unexpected.

Without the benefit of a HR team, many employers are handling these moments in isolation. The fear of misstepping, breaching privacy, over-questioning, or inadvertently causing distress, can leave employers hesitant at the time when clarity and support matter most.

The impact isn’t theoretical. Lived experience advocate Cathy Oddie sought time off to attend court for a Family Violence Intervention Order hearing. The response she received from her employer, which included a request to document her time in hourly detail and have it signed by a court registrar, added stress to an already traumatic situation. She eventually left that employer. Experiences like Cathy’s show how a well-intentioned but ill-informed response can create further harm and result in the loss of valued staff.

To address this gap, there is tailored guidance on 10DaysPaidFDVLeave.com.au, a one-stop website to support small businesses understand and administer paid FDV leave in their workplaces. Included among the resources is an induction resource for casual workers explaining the entitlement in clear terms, and conversation simulations to help small business leaders learn how to respond while maintaining professionalism and boundaries. The entire site aims to help employers respond with care while keeping professional boundaries, ensuring employees feel safe and supported without needing to act as a counsellor or legal expert.

Small businesses are uniquely placed to create supportive environments. Their teams are close-knit, and conversations often happen directly between people who often know one another well. A considered response in these moments can make a big difference, build trust and help an employee stay connected to their workplace.

The policy exists. The guidance is available. The new resources provides clarity, confidence, and practical tools for employers, helping them meet their obligations while supporting staff through difficult circumstances.

The post One in four employees may need Paid Family and Domestic Violence leave 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.

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.

The traditional office landscape is undergoing a rapid transformation, driven by the influx of Gen Z into the workforce.

These digital natives aren’t just filling positions; they’re bringing fresh perspectives and priorities, reshaping what work means.

Understanding their values and needs isn’t a fad – it’s crucial to attracting and retaining the talent that will define your organisation’s future.

Shaped by Change

Born between 1995 and 2012, Gen Z is the first generation to grow up entirely with constant technological advancements, a globalised world, and an unpredictable job market. These experiences have moulded their work ethic, leading them to value:

• Meaning and Purpose: Gen Z seeks a deeper connection to their work, desiring roles that align with their personal values and contribute to a larger cause. They’re motivated by learning, growth, and making a positive impact.
• Work-Life Integration: Unlike previous generations seeking work-life balance, Gen Z prioritises work-life integration, aiming to seamlessly blend their personal and professional lives. This translates to a demand for flexible work arrangements, remote work options, and healthy boundaries. Organisations can acknowledge this by embracing flexible models and empowering employees to manage time effectively.
• Psychological Safety and Wellbeing: The mental health challenges faced by both Millennials and Gen Z necessitate workplaces that prioritise psychological safety and wellbeing. This includes fostering an environment free from stigma where employees feel comfortable seeking support and addressing mental health concerns (CMHAA, 2021; CMHA, 2021).
• Authenticity and Values: Gen Z values genuineness in the workplace. They’re drawn to organisations with strong ethical principles, a commitment to social responsibility, and a diverse and inclusive culture. Research suggests that over three-quarters of Millennials would leave an employer lacking in Diversity, Equity, and Inclusion (DE&I) initiatives, highlighting the importance of an authentic and values-driven environment (EY, 2022). Organisations can cultivate this by fostering a culture of inclusivity and respect, where everyone feels valued and heard.

Beyond Financial Rewards

While competitive compensation is important, Gen Z is motivated by values and seeks self-fulfillment. They often seek meaning in their work and are drawn to organisations with strong ethical principles, a commitment to corporate social responsibility, and a diverse and inclusive culture (EY, 2022; Gallup, 2016).

Investing in Early Career Development

The CMHAA Early in Career report (2021) highlights the importance of clarity in job expectations and responsibilities for young workers. Organisations can support early career development by providing reasonable workloads, clear guidance, and opportunities for learning and growth.

Combating Imposter Syndrome

Findings from the CMHAA (2021) reveal that imposter syndrome – feeling like one is not good enough – affects a significant portion of Gen Z workers. Organisations can address this by fostering a supportive culture that celebrates effort and learning, while providing opportunities for feedback and development.

The Importance of Meaningful Wellbeing Initiatives

Gen Z demands authentic and genuine wellbeing initiatives that are integrated into the culture rather than superficial “tick-box” approaches. This includes offering accessible resources, regular check-ins, and leadership that exemplifies vulnerability and openness (Batyr, 2023).

Attracting and Retaining Gen Z Talent

Creating a work environment that caters to Gen Z’s unique values, preferences, and needs is essential for attracting and retaining this talented workforce. This includes offering meaningful work, flexibility, strong ethical principles, and a commitment to wellbeing. By understanding and addressing these needs, organisations can build a thriving workplace that fosters engagement, productivity, and long-term success.

Meeting Gen Z’s Needs

Here’s how organisations can adapt to meet the needs of the newest workforce.

• Offer Clear Career Paths: Provide transparent career progression opportunities with clear expectations and learning pathways. This allows Gen Z to see a future within the organisation and aligns with their desire for self-development.
• Promote a Sense of Purpose: Articulate the organisation’s mission, vision, and social impact clearly. Encourage employee involvement in initiatives that contribute to a broader purpose, allowing them to feel connected to something larger than themselves.
• Embrace Flexibility and Remote Work: Acknowledge the importance of work-life integration by offering flexible work arrangements, remote work options, and hybrid models. This allows for greater autonomy and empowers employees to manage their time effectively.
• Prioritise Wellbeing: Implement robust mental health and wellbeing initiatives. This includes creating safe spaces for open communication, promoting healthy work practices, and providing access to resources

We’ve gathered these insights from our Early In Career Wellbeing white paper. To download a copy, head to the Graduate Transition page on our website.

And to find out more about how Transitioning Well can support graduates and early in career workers in your workplace, visit our Graduate Transition page.

The post Understanding Gen Z at Work appeared first on Transitioning Well.