How healthy is your workplace?

Recent high-profile workplace reviews have got Claire Gallagher wondering if unhealthy workplaces are the new norm or if they have always been this bad. She has some guidance to turn things around.

Like many, I have watched with horror as the findings of the Nine Network’s internal cultural review were revealed, with the organisation facing claims that sexual harassment and bullying are rampant, with allegations of grooming and a deliberate culture of fear.

Meanwhile, the ABC has been forced to address claims of racism. And we learned that 50 per cent of female migrant workers have experienced sexual harassment in the workplace.

What is perhaps most alarming is how long this type of thing has been going on. The potential number of people who may have been affected could be huge. And yet, it continues.

Maybe we shouldn’t be surprised, given the findings of the Australian Human Rights Commission’s review of Commonwealth parliamentary workplaces in 2021.

It appears that in some organisations, there is some very bad behaviour.

What complicates this issue further is the fact that we are all now spending more time at work, and we are working harder. This forces us to consider closely the workplace environment.

A study by the ABC on Go Home on Time Day in 2023 found the average Australian worker completed 281 hours of unpaid overtime per year. Factor into this a rise in “work addiction” (yes, that is a real thing!) and we are staring down the barrel of a potential workplace crisis.

Workplace addiction compounding problems

In October this year, a global research study led by Polish researchers found that workplace addiction is a global issue. Interestingly, it is more likely to affect women than men, and Australia is one of the worst affected countries.

Some believe that this addiction is a direct consequence of workplace culture, with Rachael Potter from the University of South Australia telling the ABC: “If we look at work addiction through the lens of identity, it’s basically people who identify with their work really, really strongly … so it becomes the most important part of who they are.”

In this context, if work defines who you believe you are, and you are experiencing bullying or other bad behaviour, this can have a catastrophic effect on your wellbeing and mental health.

While we are seeing real effort being put in place to protect workers, such as the Right to Disconnect laws, we are also seeing more organisations mandating employees to return to the office full-time. Amazon recently announced everyone would be back in the office in an attempt to improve team learning, strengthen the culture, collaboration and innovation.

Likewise, JPMorgan and Goldman Sachs are implementing full return-to-office mandates, while Dell has sparked debate with its new remote work policy, warning remote employees that they will no longer be considered for promotions. If staff want to rise up the ranks, then they’ll need to work at their nearest “approved office” at least three days each week. Does this sound high-handed or one-sided to you? It’s a little too much stick and not enough carrot for my blood.

What’s the upside?

Given the systemic problems many organisations face and the ignored or overlooked bad behaviour, I’m struggling to see the upside for employees.

I’d suggest it’s time to be honest. Let’s call out the reasons to return to the office. It’s mostly about control, consistency of customer experience and employee experience, and it’s just so much easier to manage.

Let’s also call out the bad behaviour. Leaders now are running teams with a wide range of generational cohorts, and some of those groups will not put up with the “rites of passage” nonsense.

And finally, let’s acknowledge that this is not about being woke or creating a nanny state. This is about decency and respect. Without these basics, we can’t create healthy organisations, or, I’d suggest, a healthy society.

It’s also about good business. In a recent HR Leader article, Colin D. Ellis states a toxic workplace culture is the “biggest risk” an organisation can face. He said: “From a financial perspective, toxic culture results in a 16 per cent decrease in annual profits, an increase in the cost of replacing employees lost to toxic culture at 150–200 per cent of their annual salary, whilst Mercer found that toxic cultures reduce market value by up to 30 per cent over a three-year period.”

Ellis also states that a toxic workplace culture emerges when “senior leaders allow employees to engage in poor behaviour or underperform over an extended period of time”. Really? I’d argue that leaders set the tone, create implicit values around what’s OK and lead by example. We’ve all heard of conditioning, yes?

Ellis added: “Operationally, brands damaged as a result of toxic culture take three-plus years to recover. According to Deloitte, 94 per cent of damaged employer brands take three-plus years to recover, and that can also affect recruitment for up to five years.”

With all that in mind, how can you ensure you have a healthy workplace?

To help get you started, I’ve created a Healthy Workplace Checklist.

Characteristics of a healthy workplace

1. Shared beliefs and priorities

Test questions:

• • Do we have a shared goal?

  • Are we all pulling in the same direction?

2. Trust and credibility at all levels

Test questions:

• • Do you keep your promises? Hold yourself and others to account?

  • Do you lead by example?

3. Respect every day, everyone

Test questions:

• • Is this a place where everyone is welcome, and differences are celebrated?

  • Do we listen to each other?

4. Commitment to employee safety and wellbeing

Test questions:

• • Do you feel safe here?

  • Do you have a good work/life balance?

5. Open, honest and engaging communications

Test questions:

• • Do you feel well informed and up to date with what’s happening?

  • Do you feel positive about your work and what we all do?

6. Appropriate and fair reward and recognition

Test questions:

• • Do you feel valued at work?

  • Have you been recognised for work well done?

7. Opportunities to do and be your best

Test questions:

• • Are you encouraged to learn and try new things?

  • Do you feel well supported?

To explore the health of your workplace culture, it’s important to invite views from a cross-section of employees to get a clear picture of what is working well and what is a work in progress. Share this list with members of your team, and you’ll quickly be able to spot where your organisation can improve.

If you discover areas where you are not performing well, ask your colleagues to help solve the problem. In most cases, they know what’s good (and what’s not), and they will have lots of relevant and practical solutions.

The upside of involving others in improving the status quo is that you are already nudging forward on building trust, demonstrating respect and commitment to employee wellbeing – and more. If culture truly is a choice, let’s choose to be better.

Claire Gallagher is the employer brand director at branding agency Principals.

Kace O'Neill

Kace O'Neill is a Graduate Journalist for HR Leader. Kace studied Media Communications and Maori studies at the University of Otago, he has a passion for sports and storytelling.