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Staff Code of Conduct TEMPLATES (AT2) Healthy Lives Staff Code of Conduct Purpose This code aims to guide the conduct of staff in the performance of their duties as an employee of Healthy Lives. It is intended to provide practical assistance for staff faced with ethical challenges. Overview All staff of Healthy Lives are expected to perform the duties associated with their position skilfully, impartially and diligently in order to contribute to the efficient and economic achievement of Healthy Lives’ strategic goals. Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the matter should be discussed with a senior member of staff. Code 1. Ethical principles 1.1 The fundamental ethical principles on which this code of conduct is based are: · respect for others · integrity · diligence · economy and efficiency. 2. Respect for others 2.1 All staff are expected to treat others, including other staff and customers, with fairness and respect. This involves: · courtesy and responsiveness in dealing with others · being sensitive to and respecting the rights and dignity of others · making reasonable, fair and consistent decisions · avoiding behaviour which might reasonably be perceived as harassment, victimization or intimidation ( CHC52015 Diploma of Community Services ) ( Templates AT2 – CHCMGT005 Facilitate workplace debriefing and support processes | Page 1 of 20 V1.0: May 2021, Approved: QAC I n t e r na t i o n a l C o ll e ge of T a s m a n i a P t y L t d t ra d i ng a s : T a s C o ll e ge R T O C o d e : 4535 2 | C R I C O S C o d e : 0368 3 K ) · avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic background, nationality, disability, political conviction, religious belief, or other grounds covered by relevant legislation · allowing alternative points of view to be expressed and reasonably debated. 3. Integrity 3.1 All Healthy Lives staff have an obligation as a citizen and as an employee to observe the laws of the State and the Commonwealth. 3.2 Staff are required to be familiar with, and comply with, all relevant Healthy Lives policies, procedures and codes of practices of the organisation. 4. Conflicts of interest 4.1 Staff should be honest in performing their role and avoid conflicts between their private interests and those of their responsibilities to Healthy Lives. 4.2 Conflicts of interest may arise when a staff member is in a situation where personal circumstances are affected by the decisions or duties carried out in their role. A conflict may arise when any of the following are involved: · financial interests · personal or sexual relationships · personal beliefs · outside employment · political participation · use of confidential information · use of facilities, equipment and resources · acceptance of gifts or benefits. 4.3 All staff must act responsibly and report any actual or perceived conflicts of interest that arise as part of their role. If there is any question as to whether a conflict exists, staff must discuss the circumstances with management to determine whether a conflict exists. Appropriate strategies will be developed to manage any reported or perceived conflicts of interest. 5. Diligence 5.1 Staff are expected to carry out their duties in a professional, ethical and diligent manner at all times. This means staff must: · make decisions fairly, impartially and without bias, using the best factual information available · keep records and documentation to support their decisions · always aim to achieve the highest possible standard of performance · continuously develop their knowledge in their professional fields and areas of responsibility. Trainers and assessors must continue developing their vocational competencies to support continuous improvements in the delivery of the services provided by Healthy Lives · exercise best judgment in the interests of Healthy Lives · maintain adequate documentation to support decisions made · ensure outside interests do not interfere with their ability to meet the responsibilities of their role · adhere to professional codes of conduct and standards of ethics · act responsibly when becoming aware of any unethical behaviour or wrong doing by any other person. This may involve a report to a senior member of staff or to external authorities. 6. Economy and efficiency 6.1 Staff should use Healthy Lives resources, facilities and intellectual property only for legitimate purposes related to their role with Healthy Lives. 6.2 Staff should avoid waste or minimize it where avoidance is not possible. 6.3 Staff should maintain sufficient security and protection of Healthy Lives property, facilities, resources and intellectual property. 7. Breach of the code 7.1 This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff member is found to have breached this Code, Healthy Lives may decide to take action against them. This may include disciplinary action for misconduct or serious misconduct. Any such action may result in sanctions imposed, including and up to, termination of employment. 8. Legislation This code of conduct is informed by the following legislation with which all staff must comply. · Privacy Act 1988 · Disability Discrimination Act – Education Standards 2005 Mental Health and Wellbeing Policy and Procedures Statement of Commitment Healthy Lives has a duty of care under WHS legislation to ensure that all of its staff and contractors are healthy and safe. Supporting mental health and wellbeing is part of this commitment. This statement is an addition to WHS Policy and Procedures which must be followed by all staff. Definition Mental health is defined as a state of wellbeing in which a person can realise their own abilities, cope with normal stressors of life, work productively and fruitfully, and is able to make a contribution to the organisation and wider community. Actions All Healthy Lives Managers are required to complete all of the following actions in relation to ensuring the optimum mental health of all staff members. Actions Additional comments When Identify risks associated with poor mental health and wellbeing so as to eliminate stress or control the risks from stress and other factors that impact on mental health and wellbeing. See risk management policy and procedures Every 6 months Document risk controls for mental health and wellbeing in the risk management plan. See risk management policy and procedures Every 6 months Review risk assessments. See risk management policy and procedures Every 6 months Participate in training for stress and wellbeing management practices for all managers. See professional development policy and procedures Every 6 months Require members of staff to access and attend stress awareness and stress management courses, so they are better able to self-manage stress. See professional development policy and procedures Every 6 months Assist members of staff in recognising and self-managing the pressures they encounter. See stress and wellbeing meeting process included in this document Every 6 months Conduct a weekly meeting (round table) with staff to check in on staff members’ stress levels and emotional wellbeing. See stress and wellbeing meeting process included in this document Weekly Stress and wellbeing check in As per the action list above, managers are required to conduct a weekly meeting with staff members to discuss their stress levels and emotional wellbeing. This will ensure that Healthy Lives can monitor staff members’ stress levels and emotional wellbeing. The meeting is to be held weekly at a suitable time and would be expected to last for 30 minutes maximum. Managers are required to ask staff members’ a range of questions to determine their stress levels and emotional wellbeing. Questions should focus on finding out about: · Describe your recent work with clients. · Have there been an issues or incidents that have affected your stress levels or emotional wellbeing? If so, what? · How do you think you handled these issues or incidents? · What do you think you could have done better? · What actions do you believe we could take to support you with stress levels and emotional wellbeing relevant to the issues or incidents you have described. · What actions do you personally wish to take to support your own stress levels and emotional wellbeing relevant to the issues or incidents you have described. Respecting others It is important during interactions with others in relation to mental health and wellbeing that best practice engagement is followed. This includes: · acknowledging and accepting the different reactions of others in relation to stress and wellbeing. Therefore, managers are required to be non-judgemental in all communications with staff. · identifying and accepting the diverse needs of colleagues in relation to stress and emotional wellbeing. Therefore, managers must find out about each staff members’ needs in relation to managing stress and emotional wellbeing and again be non-judgemental in listening to the diverse needs of staff in relation to how they wish to handle their stress and wellbeing. Self-assessment and reflections An important part of managing and monitoring stress and emotional wellbeing of others is being able to conduct a self-assessment, as well as reflect on own behaviour. This assists with monitoring own performance, as well as own performance in relation to other staff members. Self-assessment is usually conducted using a specific checklist or answering questions. Reflective behaviour strategies can be as listed below. Reflective behaviour strategies Explanation SWOT analysis: A process undertaken to analyse your strengths, weaknesses, opportunities and threats Journals, diaries or reflection logs These record your thoughts and feelings allow you to reflect on and evaluate your ideas and actions. Checklists This may be an established tool from your organisation or something you develop yourself that helps you review your skills and abilities. Reflective questions: Asking questions to help reflect, such as: ‘What do I understand now after this experience?’, ‘How does this affect my future practice? Critical Incident Policy and Procedures Statement of Commitment This policy and associated procedures outline Healthy Living approach to managing critical incidents. Policy Statement Healthy Living is committed to the health and safety of all staff. This includes having measures in place to ensure the physical and mental safety of staff and visitors in the event of a critical incident. Staff will be trained in the management of critical incidents and students will also receive information about critical incidents management. This will include how to seek assistance for and report a critical incident. All staff will receive induction into their role which will include information about health and safety, as well as critical incidents. Training and updates to information will be provided to staff on