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How to build a high-performing team

Jan 31, 2024

  • 2min

How to build a high-performing team

Candidate Sourcing
Maybe you’ve heard the term ‘high-performing team’ used by HR professionals on LinkedIn, in an industry report, or included in a job ad. It’s a term that, at first glance, could describe groups of people who seem just to get things done. That’s the definition of ‘high-performing’, after all, pumping out the work and focusing on quantity over quality. Isn’t it?

High-performing teams are the exact opposite. They don’t simply churn out work and move on to the next task and the next, and the next. While improved productivity and efficiency are desirable outcomes for high-performing teams, there is much more to it than meets the eye.

High-performing teams are groups of people aligned to the same business goals and focused on moving everything along in the same direction with purpose. Members often have specialised skills and can collaborate to get the job done. Individuals will have a clearly defined scope, and there are clear channels of communication. They work with the utmost clarity and have the tools, resources and freedom to deliver meaningful work to the best of their ability.

high performing team - body image
Effective leaders are excellent communicators who know how to get the best out of their teams.

Organisations can benefit from building high-performing teams in a number of ways, including increased productivity and efficiency, improved employee wellbeing and engagement, lower employee turnover, and improved decision-making and problem-solving among team members.

Start with the right foundations

You need to start with the right foundations to build a high-performing team. This might look different for every organisation, but there are some commonalities that should be considered.

Clear vision, goals, and job requirements 

When you don’t know where you’re going, how can you get there? You can get in the car and start to drive, but you might get easily distracted by roadside attractions. 

The same is true for organisations without clear vision and goals and employees without clear job descriptions. Without these resources to guide you, you can still get things done, but it won’t be as efficient, and the quality of the work will be lower.

High levels of trust

Trust is a fundamental component of the team dynamic. Team members rely on each other, and trust in leadership is established through consistency and transparency. When team members are confident that everyone else is doing what they need to, they can focus on their work without distractions.

Effective leadership

Leadership is about much more than telling people what to do. The most effective leaders don’t tell people what to do – they coach, provide feedback, mentor, and inspire those who work with them to do their best work. Effective leaders are excellent communicators who know how to get the best out of their teams.

Focus on resilience and sustainability

The Covid-19 pandemic has forever changed how we approach work and presented once-in-a-lifetime business challenges. Employees were either faced with the prospect of losing their jobs due to shutdowns and operating restrictions or became busier than ever as organisations tried to navigate the ever-changing situation. 

For many, the lines between work and home blurred as remote work became the norm, leading to hyper-productivity, and the idea of being ‘on’ and available all the time started to take hold.

While there may have been an initial boost of productivity in the short term, working at full speed was never sustainable. 

One of the hallmarks of high-performing teams is working to a sustainable and predictable cadence. Likewise, investing in programs and policies that help employees build resilience – the ability to recover from setbacks or other challenges – contributes to a performance-focused culture. 

Building a high-performing team requires a strategic approach, emphasising collaboration, trust, and effective leadership. High performance is not merely about achieving quantity over quality; it’s about aligning individuals with a shared purpose, providing them with the right tools and resources, and fostering an environment of clarity and communication. Organisations can benefit from cultivating such teams, ranging from increased productivity and efficiency to enhanced employee wellbeing and engagement.

Leading Others is an eight-week workshop series designed to help you get the most out of your team and build your leadership skills. Contact our team for more information or discuss building high-performing teams on 1800 868 254, or set up a meeting.

Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.



Meet the Team: Dave Griffiths-Brown

Jan 10, 2024

  • 2min

Meet the Team: Dave Griffiths-Brown

Meet the Team
Total HRM team in August 2023. From L-R Amelie, Dave, Alison, Felicity, Kim, Linda, Rebecca, Sarah, Ashly and Caitlin.
In our workplace, there’s Dave, a versatile team member in Business Services with a rather unique journey. Originally an electrician from Western Australia, Dave moved to North East Victoria with Linda, and they bought Total HRM. His role evolved from a small business contributor to handling various tasks as the business grew, including payroll, invoicing, maintenance, IT support, building supervisor and gardening.

Growing up, Dave wanted to be a geologist, but now he finds joy in simple things like tending to his raspberries and taking care of chickens and enjoying a gin.

Dave has been in the region for about nine or ten years and has a strong connection to the community. He loves the mountains and feels a bit out of place without them. He used to live near the coast, but now he appreciates beach holidays.

David Griffiths-Brown
Having once had a dream of being a geologist, Dave now finds in life’s simple pleasures, like gardening and roasting his own coffee.
Dave enjoys reading, especially Jack Reacher books and sci-fi by authors like Peter F Hamilton and Andy Weir. He’s not great at golf, but he enjoys playing every chance he gets. Dave and Ash usually try and organise their work days in Mt Beaty to allow for a quick evening round of golf..

According to Dave, the best coffee is the one he roasts at home using a makeshift setup. He has been doing it for years and doesn’t see himself stopping anytime soon. He also thinks the best food in the region is at his house; Linda is an amazing cook, and Dave is a willing taste tester.

One of Dave’s memorable experiences was a U2 concert in Stuttgart in 1993. He and Linda were in Italy and saw someone wearing a U2 concert t-shirt with the tour dates on the back. They saw there was an upcoming concert in Stuttgart and decided then and there that they would go. They managed to get there and find some last-minute tickets and saw an incredible show. After the concert, they camped under an overhang at a caravan park due to a lack of a tent and the pouring rain. All in all, they called it a success.

Outside of work, Dave has various hobbies, including golfing and fishing. His reluctant answer to his go-to karaoke anthem is “Bow River” by Cold Chisel.

Dave’s travel plans include Japan next year, and he dreams of seeing the Earth from space. If he could instantly become an expert in something, he’d choose to be an astronaut. He’d like to be able to know that the flat earthers are wrong, for his own peace of mind.

If Dave had to spend a day in someone else’s shoes, it would be his wife’s, just to see what she deals with daily and understand her perspective better. His philosophy in life is straightforward: “I’m along for the ride.”

In our team, his unique background and perspective contribute to our collective success, making him an integral part of our professional family. We also enjoy all the fruits of Dave and Linda’s garden – and he makes a good gin too!

Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.



Australia’s bold step toward gender pay transparency in large organisations

Jan 10, 2024

  • 2min

Australia’s bold step toward gender pay transparency in large organisations

Industry News, Legislative Changes, Talent Operations
A groundbreaking initiative to close the gender pay gap is set to take effect in Australia early this year.

Data from the Workplace Gender Equality Agency shows that as of May 2023, women in Australia earned, on average, 87 cents for every dollar men earned. Legislative changes will compel larger organisations of 100 employees or more to disclose their gender pay data, marking a crucial step in promoting transparency, accountability, and ultimately closing the gender pay gap.

Mandatory gender pay reporting will be required for organisations with workforces exceeding 100 employees starting in 2024.

Key provisions

Mandatory gender pay reporting

Starting in 2024, organisations with a workforce exceeding 100 employees will be legally required to disclose their gender pay gaps. This disclosure will encompass data illustrating the disparities in earnings between male and female employees, shedding light on any existing inequalities.

Transparency in remuneration practices

The legislation is not solely focused on revealing the pay gap but also emphasises transparency in remuneration practices. Organisations will be obligated to provide insights into their salary structures, ensuring a clear understanding of how pay decisions are made within the organisation.

Inclusion of bonuses and benefits

Unlike previous reporting mechanisms that might have excluded bonuses and benefits, the new legislation mandates a comprehensive approach. Organisations will be required to disclose not only base salaries but also additional forms of compensation, providing a more accurate representation of the total remuneration received by employees.

Sector-specific benchmarks

Recognising that pay disparities may vary across industries, the legislation allows for the establishment of sector-specific benchmarks. This tailored approach aims to facilitate more nuanced assessments and comparisons within specific sectors, fostering targeted strategies for improvement.

Expected impact 

Heightened accountability

With mandatory disclosure, organisations will face increased accountability for their gender pay practices. The transparency brought about by the legislation will empower employees, investors, and the public to hold companies accountable for fostering an equitable workplace.

Identifying and addressing disparities

The detailed data on gender pay gaps, including bonuses and benefits, will enable organisations to identify specific areas of concern. Armed with this information, organisations can implement targeted strategies to address disparities and promote a more inclusive work environment.

Catalyst for change

The legislation serves as a catalyst for cultural and systemic change within organisations. By making gender pay data publicly accessible, there is a collective push for organisations to reassess their policies, promote fairness, and work towards closing the gender pay gap.

Australia’s decision to mandate gender pay disclosure in organisations with over 100 employees from 2024 signifies a landmark move toward workplace transparency and gender equality. 

As organisations prepare for compliance, the spotlight on gender pay gaps will undoubtedly drive a renewed commitment to fair remuneration practices, creating a more inclusive and equitable workforce for the future. This legislative shift reinforces Australia’s dedication to fostering gender equality and sets a progressive example for other nations to follow.

Our team can help you create and manage your own policies and procedures. Call us on 1800 868 254 or set up a meeting to discuss how we can help you.

Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.



Five ways to reduce the impact of New Year resignations

Jan 10, 2024

  • 2min

Five ways to reduce the impact of New Year resignations

Candidate Sourcing
For many people, the new year is a time for self-reflection and setting goals for the year ahead. For business owners and HR teams, this sometimes means an uptick in resignations as employees re-evaluate their careers and look to make changes related to job satisfaction, remuneration, and work-life balance.

Depending on the size of your business, one or two resignations at the start of the year can mean the difference between starting the year off on the right foot and spending the first quarter frantically recruiting to fill vacant positions.

The good news is that you can reduce the impact of, or even slow down, the dreaded January Great Resignation. It all comes down to proactively managing your employees throughout the year and creating a positive work environment. 

Here are five tips for managing (and reducing!) New Year resignations.

two team members reviewing feedback on a laptop
Use each resignation as an opportunity to gather and review feedback to find areas where there may be room for improvement or update policies to keep up with employees’ expectations

1. Prioritise personal and professional development

Needing more of a challenge, a higher salary, or wanting to learn something new are often the catalysts for New Year resignations. Working proactively with your employees to understand their aspirations, goals, and motivations can help them feel valued throughout the year. 

If flexible working arrangements are important to a team member, work together to find ways to implement working from home a few days a week or modifying start and finish times so they can better balance family commitments.

If a team member is ready for new or more responsibilities, provide training in a core skill or stretch opportunities to try something new within the organisation.

2. Document critical information to reduce knowledge drain

Filling a vacancy from a key employee who has resigned isn’t the end of the story. The new team member will need to get up to speed and learn the ins and outs of the business and their new role. Even highly experienced new hires will have some learning curve to navigate in the first few weeks and months. 

Encouraging employees to document their workflows and insights as a regular part of their role helps promote knowledge transfer. This is useful for new hires and makes it easier to cross-train employees in multiple areas and better manage coverage during annual or personal leave.

3. Support remaining team members

Resignations can create uncertainty and an increased workload for the remaining team. Providing support, reassurance, and, if necessary, redistributing tasks can help maintain a balanced workload and prevent burnout.

4. Create a workplace environment that promotes wellbeing

Team morale can take a hit when a number of employees leave within a short period. Open communication about why employees have left and how gaps in the team will be managed will help alleviate anxiety and keep everyone focused on meeting milestones and objectives.

A focus on workplace wellbeing can also help to reduce employee turnover. However, it’s more than just team-building exercises and free lunches and involves cultural and strategic changes to ensure all employees feel valued. It’s a strategic decision that requires buy-in from the entire organisation. 

5. Use each resignation as a learning opportunity

Resignations are inevitable, but they don’t have to derail your operations. Instead, each resignation can be used as a learning opportunity to refine your practices to reduce the impact on your organisation in the future. 

Take the opportunity to gather and review feedback to find areas where there may be room for improvement or update policies to keep up with employees’ expectations. 

Contact our team to discuss your recruitment and employee retention needs on 1800 868 254 or set up a meeting.

Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.



Year in review – take a look at a few of our highlights of 2023

Dec 12, 2023

  • 2min

Year in review – take a look at a few of our highlights of 2023

Industry News
Total HRM team
If you’re a Spotify or Apple Music user, chances are you were eagerly awaiting your 2023 Wrapped or Replay 2023 year-in-review summary. It’s the chance to look back on what made the year memorable and maybe think about what you’d like to listen to more of next year.

For us at Total HRM, our year in review is about celebrating and reflecting on client and team milestones, additional ways we’ve supported our clients and broader business community and legal wins for our clients.

Here’s our 2023 year in review.

Total HRM team
2023 was a big year, and we’re looking forward to even more in 2024.

Team updates and milestones

There have been a few changes to the Total HRM team this year. We’ve welcomed Sarah and Rebecca to the team, each bringing a wealth of industry, HR and customer service experience. Kim celebrated five years with us, and we welcomed our youngest recruit, Amelia, to the Total HRM team, with doting dad Ash becoming a first-time parent.

As exciting as it is to welcome new faces to the team, we were just as excited to see our team members spread their wings. Tom, Felicity, and Caitlin have accepted new opportunities to further their careers. For us, it’s all about living our vision, enabling every person in every workplace to improve themselves, their team and their results.

Supporting our clients and the business community

Launch of the Training Space – our multi-purpose training, function and meeting room

The Training Space was designed to be a place for learning, connecting and sharing. It’s fully equipped with a projector, webcam and AV connectivity, so it has everything you need for a collaborative session. This year, we’ve hosted large 20 to 30-person training sessions, after-hours product launches, breakfasts, and events with in-person and virtual attendees.

Leading Others – a training series developed with the experience we’ve gained from our own leadership journeys

We’re excited to continue Leading Others in 2024. The feedback and response from this year’s session have been invaluable and overwhelmingly positive. The 10-week course helps participants develop the strong foundations to be influential leaders. Whether you’re new to a leadership role or looking to upskill, we share practical tips and best practice methods for getting the most out of your teams.

Some of the most valuable topics for participants include adding new tools to their leadership toolbox and learning to adapt their communication style based on the DiSC framework.

Onboarding new clients

In 2023, we’ve worked with around 40 new clients, from government agencies to small businesses. We’ve worked across a wide range of projects with new and existing clients, including board reviews, investigations, recruitment, process reviews, and legislation compliance. One of the largest projects we worked on involved an organisational restructuring, including executive and administrator consultation, employee structure creation, and union consultation.

Recruited over 100 new employees for our clients

Our clients trust us to find high-performing team members to fill their vacant roles. It’s no secret that 2023 was a challenging year for finding suitable candidates and achieving results like these is truly one of the best parts of what we do.

Client legal wins

A significant team milestone in 2023 was Ash’s first Fair Work case win. Ash worked on behalf of the client, guiding them throughout the entire process, including interviews, mediation and conversations with the other party.

“Because the client took our advice from the start, we were able to settle the matter with only an agreement of a statement of service to be provided by the employer. It meant that from the start, the client had a sound and defensible position in order to better defend their case and resulted in no monetary compensation being provided,” Ash said.

What’s coming up in 2024

We’re looking forward to working with our current clients and welcoming new businesses that need support across all HR functions, from strategic planning and recruitment to investigations and exit strategies.

Leading Others will continue in 2024, with the next 10-week course beginning on Thursday, 8 February. We’re running our Wraw – Workplace Resilience and Wellbeing workshops, helping you understand what resilience is, why it’s important and how to maximise your own.

Learn more about Leading Others and Wraw

Before we jump into the new year, remember to take some time to slow down so you can return to work refreshed and ready to help your team excel.

If you need help with recruitment or strategic planning in 2024, contact our team on 1800 868 254 or set up a meeting.

Want to hear more about our upcoming events?

Employment Innovations regularly runs webinars covering topics including HR, Payroll, Employment Law & Migration.

Subscribe to our newsletter to receive updates on future webinars, helpful resources, and industry news.

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Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.



Five tips for hosting a fun and safe work Christmas party

Nov 27, 2023

  • 2min

Five tips for hosting a fun and safe work Christmas party

Employer Brand
A woman working at a laptop planning a work Christmas party with a Christmas tree and holiday bear in the background.
The festive season is almost here, and that means you’re probably in the throes of planning the work Christmas party. The annual work Christmas party is an opportunity for your staff to relax and socialise with colleagues and foster a positive team culture.

It’s a busy time of year with lots to do in preparation for end-of-year shutdowns, additional leave, and an increase in customers or requests from clients in the lead-up to the holiday season. With everything going on, it can be easy to simply book a venue and send out the invitations. However, there needs to be careful consideration and planning to ensure it’s a fun and safe event for everyone.

Here are five things to consider when planning your work Christmas party:

Four colleagues sitting around a table eating pizza with Christmas hats on.
One important tip: Don’t forget to have plenty of food available at your Christmas party.

1. Identify possible risks and set clear guidelines for your employees

Whether you’re hosting a Christmas party on your premises or choosing an off-site venue, you’ll need to conduct a risk assessment. Have a plan to identify, assess, control and review Christmas party hazards before, during and after the event.

Some common Christmas party risk areas include alcohol consumption, transportation to and from the event, employee behaviour, venue accessibility and activities or games happening during the event.

Your employees must also be aware of their responsibilities during festive season events. While a Christmas party is typically a more relaxed environment, it’s still a work event. The usual rules around harassment, discrimination and social media use still apply to ensure everyone has a safe and enjoyable time. Communicate these expectations early with your teams so everyone understands the expectations.

2. Understand your responsibilities as an employer

Planning your Christmas party is a good reminder to review relevant workplace policies, such as your code of conduct, drug and alcohol, health and safety, anti-discrimination and harassment, social media, and grievance handling policies.

Revisions to the Sex Discrimination Act at the end of 2022 placed a legal obligation on employers to eliminate sex-based harassment connected with work – including Christmas functions. So, if you haven’t updated your relevant employment policies, now is the time to do so.

It’s your responsibility to ensure you meet your WHS requirements and other legal obligations, such as responsible service of alcohol and accessibility during your Christmas event. Employers have a duty of care to their employees’ health and safety that extends to third-party venues hosting work-related functions.

3. Organise transport options to get employees home safely

Consider including vouchers or reimbursement for taxis or public transport in your Christmas party budget. Helping employees safely get to and from the event contributes to a positive workplace culture and overall wellbeing.

Some local councils offer vouchers or subsidies for businesses to help with the cost of providing transport for workplace Christmas parties. Check to see what’s available in your local area and communicate in advance that vouchers or reimbursements will be available, along with party start and end times, so that staff can plan accordingly.

4. Have alcohol-free options and plenty to eat available

If you plan on having a bar tab or providing drinks, set a clear end time for the tab and include plenty of non-alcoholic options. The rise in zero-alcohol beer and spirits over the last few years coincides with a decline in alcohol consumption, particularly among young adults. This means it’s easier than ever before to serve alcohol-free beverages while still enjoying the festive spirit.

Whether you’re planning a sit-down meal or finger food during the event, it’s important to have enough food to go around. Your venue or caterer will be able to guide you on how much food is needed based on the duration of the party and how many people will be attending.

5. Don’t forget to have fun

While there’s a lot to plan and prepare for, end-of-the-year Christmas parties are about having fun. Why not think outside the traditional cocktail party or dinner and incorporate an activity or experience? For any team members who don’t celebrate this time of year, you could provide time in lieu or offer another option so everyone feels included.

It’s also a perfect opportunity to take stock of the year, recognise significant achievements, and set intentions for the year ahead.

These tips aren’t just good for Christmas parties, keep them handy for any work functions you have throughout the year.

Contact our team to discover how you can have a fun, safe holiday season on 1800 868 254 or set up a meeting.

Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.



Why you should invest in workplace wellbeing in 2024

Nov 13, 2023

  • 2min

Why you should invest in workplace wellbeing in 2024

Candidate Sourcing, Employer Brand
A group of happy, smiling employees working together around a computer
The concept of workplace wellbeing isn’t new. What began as strictly a focus on physical safety has grown into a more holistic approach encompassing mental and emotional health and safety. While it may sound like a buzzword, modern workplace wellbeing is much more than just a new trend that will fade in time.

As leaders and policymakers realise the importance of taking care of employees’ mental and emotional safety – not just their physical safety – investing in a workplace culture prioritising wellbeing is quickly becoming paramount.

Before delving into how to create a culture of wellbeing, let’s start by understanding what workplace wellbeing is.

Workplace wellbeing is more than acknowledging awareness days and providing a weekly free lunch.

What is wellbeing

Wellbeing includes physical, mental, social, and emotional health. It’s a state where we are happy and satisfied – we feel good about ourselves and the world around us. It doesn’t mean we live stress-free lives; it means we are equipped to effectively navigate life’s everyday challenges, both personally and professionally.

Why workplace wellbeing matters

Full-time employees spend around 20% of the year in the workplace. That’s a significant amount of time away from family and friends, so it’s important your employees feel valued and mentally safe when they are at work.

Poor employee mental health costs Australian businesses billions of dollars every year in lost productivity and is the leading cause of absenteeism. While the economic figures are staggering, there’s also the human cost to consider. With one in five adult Australians experiencing some sort of mental illness in the previous 12 months, organisations that prioritise workplace wellbeing can take an active role in helping employees create healthy and balanced lives.

A workforce with high levels of wellbeing is more engaged, productive, and motivated. It also tends to have lower absenteeism rates and greater loyalty to the organisation. When employees feel their wellbeing is valued, they are more likely to contribute their best to the organisation’s success.

A commitment to workplace wellbeing starts at the top

Workplace wellbeing is more than acknowledging awareness days and providing a weekly free lunch. It’s a strategic leadership commitment to fostering a culture that sets the tone for the entire organisation. It’s a commitment that shows employees they are valued and that there are policies, systems and supports for physical, emotional and mental wellbeing.

These could include policies on reporting and handling bullying or harassment claims or rules about contacting employees after hours. The policies you set for your workplace will be unique and should include any relevant legislation for your industry and be guided by input from your employees.

Once you’ve committed to workplace wellbeing, consult with your employees to find out what’s important to them and what issues they’d like to see addressed. You can send out a survey or use a tool like the NSW Government Workplace Wellbeing Assessment to gather feedback.

These insights will help you form an action plan to find the tools, resources and supports that meet your needs.

Encourage your employees to get involved

Fostering a culture of wellbeing is not solely the employer’s responsibility. Employees must take ownership of their wellbeing as well. You can encourage employees to actively participate in wellness programs, take advantage of available resources, and make healthier choices in their daily lives.

Open and transparent communication is key to fostering a culture of wellbeing. Regular updates, workshops, and feedback mechanisms can ensure that employees are informed and engaged.

Plan for the long term and find professional support

Creating a mentally well workplace won’t happen overnight. It’s a long-term commitment to changing your organisation’s culture and mindset. Building a supportive community within the workplace is crucial for employee wellbeing and takes time, but it’s worth the investment.

Don’t be afraid to reach out for assistance. Cultural change isn’t a simple task; bringing in outside support can make the process easier and more effective for everyone.

Ongoing analysis will help you measure results over time. These metrics could include improvements in employee satisfaction, reduced absenteeism, and enhanced job performance.

Embracing a mentally well workplace: a win-win for employers and employees

As more emphasis is put on creating a culture of wellbeing in the workplace, it’s becoming more than just a nice-to-have or box-tick idea. Prioritising employee wellbeing is now a strategic advantage and the future of work. It benefits your organisation and employees, reducing operational costs and creating an environment your employees genuinely enjoy. 

If your organisation is registered in the Albury LGA, you can access 12 months of AI-powered chat-based mental wellbeing for your employees at no cost to you. Registrations for the Albury Regional Mental Health Initiative are open until 20 December.

Contact our team to discover how you can incorporate workplace wellbeing within your organisation on 1800 868 254 or set up a meeting.

Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.



Five benefits of an Employee Assistance Program (EAP)

Oct 17, 2023

  • 2min

Five benefits of an Employee Assistance Program (EAP)

Candidate Sourcing
Photography of four people sitting around a table laughing while having a business meeting.
In today’s fast-paced and competitive recruiting and work environment, employee wellbeing is becoming an important way to set your organisation apart from the rest. Forty-three per cent of Australians aged 16-85 years will experience some sort of mental health disorder in their lifetime, while one in five will experience a mental health disorder that lasts longer than 12 months.

Your employees are your organisation’s most important asset – without a healthy and productive team working alongside you, your organisation won’t get very far. If you have employees struggling with their mental health, even if it’s not workplace-related, the flow-on effects can be felt throughout the entire organisation.

Employee Assitance Programs (EAPs) are an effective way for organisations to support their employees’ mental and emotional health. These programs offer a wide range of benefits not only for employees but also for the organisations that provide them.

What is an Employee Assistance Program (EAP)?

An Employee Assistance Program (EAP) is a workplace benefit that offers confidential, short-term counselling and referral services to employees dealing with personal and professional challenges.

For employees, it means they can access a set number of free, professional mental health support to discuss issues that are affecting them at work or in their personal lives. For employers, EAPs are an important method for early intervention in reducing the impact of mental ill-health in the workplace.

EAPs have been shown to have a significant positive impact on employees’ mental health and wellbeing and can provide an effective avenue for employees to seek additional or more tailored support as needed.

EAPs are gaining in popularity as more organisation leaders begin to understand the value they bring to their employees and overall organisation success.

Here are five key benefits of Employee Assistance Programs (EAPs)

  1. Improved employee wellbeing

    One of the primary benefits of EAPs is the improvement in employee wellbeing. These programs offer employees access to professional counsellors and therapists who can help them navigate various personal and work-related challenges.

    Whether an employee is dealing with work-related stress, anxiety, depression, addiction, or family issues, EAPs provide a supportive space for individuals to seek help. Importantly, these sessions are confidential and impartial, which may make employees feel more comfortable addressing issues than if they were speaking to someone internally.

    By addressing these issues, employees can improve their overall wellbeing, leading to increased job satisfaction and productivity.

  2. Enhanced productivity

    Mental and emotional wellbeing are closely linked to productivity. When employees are mentally-well they are more likely to be able to focus on their work and perform at their best. Collectively, mental health issues cost Australian organisations billions of dollars every year in lost productivity.

    As remote and hybrid working becomes more common, employees are more likely to be isolated from their teams while working from home or other locations outside of the office. While remote and hybrid working does offer enormous benefits to organisations, leaders need to be aware of how reduced in-person interactions can affect their teams.

    EAPs can help employees address any personal or professional issues and get back on track. By providing employees with the tools and resources they need to navigate life’s challenges, leaders can ensure that their teams remain engaged and focused on their tasks.

  3. Reduced absenteeism

    Mental health issues are a leading cause of absenteeism in the workplace. When employees are feeling stressed or anxious in the workplace, they are more likely to request days off, which can have flow-on effects with other employees or organisation areas.

    When employees receive assistance and guidance to manage their challenges effectively, they are less likely to be absent for extended periods.

  4. Reduce employee turnover and be an employer of choice

    Recruitment and training of new employees is often a major cost for organisations. An EAP can help reduce turnover by creating a culture that supports mental health and wellbeing in the workplace. Not only are current employees more likely to stay with an employer that values their wellbeing, having an EAP in place can also help your organisation attract the right new employees as it grows.

  5. Cost savings for employers

    While implementing an EAP may involve a financial investment for employers, the long-term benefits can outweigh the initial costs. EAPs can lead to significant cost savings by reducing turnover, absenteeism, and employee healthcare expenses. When employees are mentally and emotionally healthy, they are less likely to require costly medical treatment or therapy outside of the workplace.

    EAPs are a valuable resource that benefits both employees and employers alike. They contribute to improved employee wellbeing, increased productivity, reduced absenteeism, decreased turnover, and cost savings for employers. By investing in the mental and emotional health of their workforce, organisations can create a more supportive, productive, and positive work environment. EAPs are a win-win solution for all involved, and they are a crucial part of a modern, employee-centric workplace.

    If you’d like to find out more about our successful recruitment campaigns, call our HR experts on 1800 868 254 or talk to an expert.

Get more out of Total HRM

Guides to help you uncover human resource insights, and make the right changes to improve team delight.

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