Queensland Police Service
The level of demand and enthusiasm for the 12-month change programme was overwhelmingly high. It really took me by surprise and is viewed as a success story. This is largely due to the Executive Leadership programme run by Lyndal Hughes, her personal qualities, extensive experience across industry and her ability to relate and communicate at many levels depending on the individual or audience.
Director, Safety and Wellbeing, People Capability Command, Queensland Police Service
Queensland Police Service (QPS), like many other emergency services, places the wellbeing of its members in highest priority. A growing concern was highlighted in significant ongoing increase in stress related workers compensation claims year-on-year. Lyndal Hughes was engaged in collaboration with Robertson Cooper (UK wellbeing experts), in a program jointly run by Griffith University and the QPS. Lyndal focused on the approach with the mid to senior leaders. The program was called Healthy Workplaces and was aimed to:
- Increased capability and well-being for the leader
- Enhanced performance and well-being for the workgroup
- Bottom-line benefit to the business, through improved HR metrics
We used a range of techniques and approaches across two regions within QPS
Wellbeing and stress audit – using the globally recognised ASSET tool, a thorough investigation of causes of stress was conducted for a region with some of the highest stress related issues. A clear set of recommendations and steps were identified at the individual, team and organisational levels. Based on this, the expanded program was launched across the QPS.
Leadership Impact Assessment – A RobertsonCooper survey was used to provide insight to personal style and predicted impact on the resilience and wellbeing of teams. Strengths and hindrances to personal resilience were also captured.
Insight workshops – highly active workshops were held with a cross-section of leaders to focus on leader impact on resilience in the workplace, values and behaviours that are supportive of wellbeing.
One-to-one coaching – Commissioned officers received individual coaching, with focus squarely on improving the workplace and reducing their own stressors.
Measures of success – Success was essential, with pre and post-measures being used to demonstrate success. Psychometric measures of goal attainment and wellbeing significantly increased. Whilst measures of depression, anxiety and stress significantly decreased. An independent university calculated the results, to ensure objectivity.
Overall the program achieved all of its goals. Wellbeing improved markedly for leaders and had a ripple effect throughout the organisation as evidenced by a continual decline in worker’s compensation claims for stress, to the point of halving the claims within 3 years.
Most notably, is that the leaders who participated in the program have continued to progress into senior leadership positions.