CHCMGT005

Facilitate workplace debriefing and support processes

Learning checkpoint 1

Part A

1. Behaviours that indicate that an individual worker may be experiencing significant

issues may include:

General job dissatisfaction

Appearing tired

Regular absences or unpunctuality

Conflict with others

Signs of anxiety or depression

Frequent errors being made

Filing complaints

2. Three examples of good management practice at the organisational level for the

prevention and management of psychological injury include:

Clearly defined policies and procedures.

Improve training and awareness of mental health and psychological injury

management.

Demonstrate commitment to psychological injury management.

3. When responding to stress-related issues of people you supervise, three

communication skills you should use to identify the issue include:

Direct questions

Active and supportive listening

Probing questions

4. Two key features that embraces diversity in the workplace include:

Supervisors support and encourage workers to view their different attributes as

valuable assets that can contribute to the organisation and its work.

The diverse racial, cultural, societal, geographic, economic, language backgrounds

and capabilities of its staff are acknowledged and valued.

5. Three areas in which a performance appraisal can provide feedback include:

Identifying your limitations

Addressing a specific issue

Reviewing your skills

6. Three areas you should consider asking about when seeking feedback from staff you

have supported include:

The effectiveness of the support you have provided in accordance with

organisational guidelines.

The efficiency of the boundaries you set and maintained during the process.

The effectiveness of how you promoted and maintained a high level of care

consistency with your work role practice and ethical guidelines.

7. Two tips for acting on performance feedback include:

Maintain a positive attitude. Change can enhance your effectiveness in the

workplace.

Act on the performance feedback sooner rather than later. You are more likely to

assimilate and improve in response to the received feedback by taking action

immediately.

8. Two documents or other resources that can provide you with information and clarity

about your work role and professional boundaries include:

Position description

Codes of practice

9. The following people are responsible for managing stress and wellbeing in the

workplace:

The organisation

The individual worker

10. During a performance appraisal, an employees performance is measured against

selected criteria. The criteria will deliver a measure for the quality of performance and

meeting specific goals. Performance appraisals provide opportunities to discuss

mutual needs with your supervisor, observe issues that may affect the performance or

wellbeing of individuals and help them find resolutions.

11. When a worker with supervisory responsibilities is engaged in performance appraisal,

the following legal and ethical considerations may apply:

In accordance to the Privacy Act 1988 (Cth), personal matters conversed should
be kept confidential unless permission is obtained from the person concerned for a

personal issue to be released to another party.

In relation to legal and ethical requirements of a workers roles and responsibilities,

they may need more information and clarification.

Part B

1. Two signs of burnout include:

Self-medication

Paranoia

2. The following factors may have contributed to Jill’s burnout:

When Ellie threatened Jill with a knife – secondary trauma

Systematic factors, like poor supervision and lack of resources

3. The possible consequences of Jill experiencing chronic excessive stress include

mental health problems or physical illness. During the critical incident with Ellie, Jill

experienced burnout, excessive stress and depression.

4. Organisations can prepare to meet the needs of staff members who experience grief

and loss by:

Implementing a well thought-out bereavement policy which makes an organisation

more capable to provide assistance to staff members who have experienced the

death of a person who was important in their life.

5. When a worker is subject to violent or threatening behaviour, two actions that should

follow from the incident include:

Report the incident according to organisational procedures such as carrying out an

incident report.

Provide the worker with debriefing and appropriate support.

6. Two actions the organisation can take to assess risks in relation to providing support

to Ellie include:

Review the incident to gain knowledge on how to offer immediate support for

workers.

Analyse why the incident occurred.

7. Stages of a risk assessment process the organisation can undertake to plan support
for staff who work with Ellie include:

Identifying the hazard. For example, reviewing the incident, reviewing work

arrangements and identifying the possible set off for violence and aggression.

Assessing the risk to see if violence or aggression is likely to occur again and if it

does, the scale of any injury or harm. Will there be consequences?

Controlling the risk by implementing measures to suspend the injury and

psychological trauma that can be triggered by violence and aggression.

Providing information and training by ensuring material related to workplace

violence and aggression are accessible to all staff. The organisation needs to

ensure staff are provided with safety training appropriate to their roles. For

example, Professional Assault Response Training (PART) or behaviour

intervention planning.

Monitor the effectiveness of action taken. Managing hazards on a regular basis

and constantly reviewing actions and policies allows organisations to be aware of

any new hazards or changing circumstances.

8. Aims to do before making decisions and resolving Jill’s long-term issues when

debriefing after the incident:

Review the incident to understand the underlying matters for the worker and look

at methods to avoid the incident recurring.

Go over the possible reasons for the symptoms you witnessed.

Part A

1. When planning, preparing and conducting debriefing sessions, organisational

standards and procedures provide guidance as:

They should clearly indicate that debriefing is accessible to staff, in what

circumstances and who the debriefing will be offered by.

They may also outline the budget for debriefing, referral procedures and any

training mandatory for the individual provisioning debriefing sessions.

2. An organisation benefits from debriefing as:

It provides an opening for reflection and review of events, the organisations

training, as well as policies and procedures.

It can also expose how workers view the supportive culture of the organisation.
3. Ensuring confidentiality during a debrief is important as staff members are required to

deal with sensitivities and potentially stressed or highly emotional individuals. During a

debrief, you may have access to private information. People involved need to trust the

facilitator by keeping the information shared in the session. To maintain confidentiality,

debriefing should be conducted in a safe environment such as a private office. Private

and sensitive records should be secured and filed away as per legislative

requirements for privacy and confidentiality.

4. Open-ended questions encourage people to respond with full statements and deeper

levels of meaning as is asks for more explanation and details. Three examples

include:

Can you expand on that?

How is that different from before?

What will you do?

5. Suitable referral agencies for a person experiencing high levels of distress after a

critical incident in the workplace:

Support networks – organisations have staff members who assist others when

they need advice or support. The service is confidential and may provide

appropriate referrals to health professionals if required.

Counsellors – they are qualified to listen and support individuals identify

possibilities for dealing with stress, tough circumstances and incidents in their life.

Psychology – this service provides emotional and psychological support for

workers who have been affected by major changes in their life and have been

unable to return to work as a result of an incident. It requires a medical practitioner

referral.

6. An organisation’s dispute resolution policy, and/or grievance policy provides guidance

on steps to resolving a dispute or grievance.

Part B

1. The workplace health and safety legislation require reporting of all incidents and

emergencies. The supervisor should:

Prepare an incident report and writing should be factual, objective and non-

judgemental. The report allows staff to become aware of the behaviours triggered
by the incident and can improve the wellbeing of the worker.

Gather the medical report on the bruises.

Organise a debriefing session for the worker by a trained person in a safe

environment.

Follow up activities may include:

Evaluating the organisation’s response and support provided to the worker.

Reviewing the risk assessment documentation related to the incident.

Reviewing the organisation’s critical events policies and seeing if these were

adhered to.

Storing documents securely in accordance to organisational procedures for

confidentiality.

The organisation can provide Helga with internal support by being respectful,

encouraging and offering practical support. As Helga was physical harmed, the

organisation can make appropriate referrals to a doctor, psychology or counselling

services.

2. A debriefing session needs to be conducted immediately after the incident has

occurred, unless the worker is still in an emotionally unstable state. Debriefing aims to

avoid prolonged stress and is best conducted within three to seven days of a serious

incident.

3. Debriefing should take place in an appropriate environment where the respondent can

feel comfortable and safe to have an open discussion. Examples:

Clarifying the purposes and structure of the debriefing at the beginning.

Providing a venue free from interference and distractions. E.g. a meeting room or

secluded room with privacy.

4. Approaches that should be taken for encouraging Helga to reflect on her emotions

include:

Helga needs to be given time and guidance on the need to reflect on her own

emotions.

She needs to be able to leave with actions for further reflection as required.

The use of appropriate communication techniques to ensure they acknowledge

individual emotional issues when they do emerge.

Recommending additional support approaches by encouraging the peer group or

family and friends.

Establishing the facts first in the debriefing following the incident and encouraging

the worker to recognise their feelings.

5. Documents and legislation for guidance on how the incident should be reported

include:

The organisation’s policies and procedures which outlines the reporting

requirements.

A completed incident report form by the worker.

These documents would be stored in align with the requirements of the Work Health

and Safety Act 2011 (Cth).

6. An employee assistance program would need to be referred under the following

circumstances:

If the organisation were incapable of offering the required counselling to support

the workers wellbeing. A subscription to the EAP program would be needed by the

organisation for this.

If the worker wants to discuss about personal or work matters with someone

external from the organisation