Training and Support
Training and Support
A key characteristic of a productive, psychologically healthy workplace is the value it places on training and support. Caring about your people, recognising their contribution, and valuing their efforts and capabilities is to give them the opportunity to be the best they can be. This means providing the necessary training demanded of a role and providing the organisational support to do the job well.
We should all feel equipped for the job. Having the knowledge and skills to do the job is crucial to a person’s feeling of self-worth. Younger inexperienced workers, in particular, can be in danger of both physical and psychological harm if given duties they feel ill-equipped to perform, if inadequately trained or supported, or poorly supervised.
The automotive industry is constantly evolving and even experienced workers will need to undertake training to keep up to date. By the workplace providing those opportunities, workers feel they have the tools to do the job and that their workplace values them.
A ‘training culture’ drives job satisfaction and enjoyment, as well as loyalty and productivity.
Employees want to feel that the organisation cares about their wellbeing and is ready to offer help when needed. A positive and supportive work environment builds morale and creates a stronger team that cares about their workplace and about doing a good job. The main effects of perceived support are:
- Increased commitment
- Improved job satisfaction and mood
- Increased interest in work
- Increased performance
- Decreased psychological strain
- Increased desire to remain working for the organisation
- Decreased withdrawal (including decreased lateness, absenteeism and turnover)
The main influences on perceived support are:
- Fairness in the workplace
- Support from supervisors
- Rewards and good job conditions.
Workplace Mental Health Training
A supportive workplace will provide counselling and stress management training to help individuals recognise symptoms of stress and workload pressure, to develop personal strategies to deal with these feelings and to build resilience through self-management and awareness of work-life balance.
Its focus should be on avoidance and prevention of work-related stress injury.
Managers and team leaders too should be trained to recognise psychological distress, work overload and symptoms of anxiety and other mental health disorders.
© 2019 The LITTLE BLUE BOOK OF WORKPLACE MENTAL HEALTH – page 46-47