To feel empowered in the workplace, it is important to know when you have the right to say ‘no’, without apology or reservation and assert your rights, Katie Fotheringham writes.
Many members who work in the early childhood education and care (ECEC) sector are drawn to the profession because they love working with children and are caring and compassionate people who want to make a difference every day at work.
ECEC is a highly feminised profession, and a recent study from the University of Waterloo in Canada found women tend to apologise more often because they have a lower threshold than men for what they consider offensive.
While apologising when necessary is undoubtedly a strength, according to psychologists, needless apologies can minimise accomplishments, make us feel small and diminish what we are trying to express, which in turn can impact wellbeing at work and lead to burnout.
How often are you apologising?
How often are you saying ‘I’m sorry’ while at work every day?
For example, ‘I’m sorry I couldn’t finish this task in time, I’m sorry to ask but I need some extra help to supervise this activity, I’m sorry I’ve been caught up with a child and am running late to our meeting’.
Monique Roosen, IEU-QNT Industrial Services Officer, said the first step to reducing needless apologies is practising self-awareness.
“It may be beneficial for members to consider what kind of situations in which they find themselves apologising,” she said.
“By identifying certain situations or individuals that cause over-apologising, members can start to understand areas of their work that are causing them stress, where they may need extra support or advice from our union,” Monique said.
Changing your vocabulary in these situations from “I’m sorry” to phrases like “I appreciate your patience” or “I need your support with”, can be an important first step in ensuring you are not frequently minimising yourselves or taking the blame for things you can’t control.
When is it okay to say ‘no’
Monique said while members are required to follow any legal direction of their employers, it is important to be vigilant about workplace rights and entitlements.
“Employees have a legal right to refuse to undertake work where they are working in an unsafe working environment, whether it’s physical or psychosocial,” she said.
“If something doesn’t feel right, or you are unsure about your legal rights at work, we always encourage members to contact our union and speak with one of our officers to discuss your rights to refuse work,” Monique said.
Psychosocial Code of Practice
In recent times, it has become more apparent that workplace hazards are not always physical, and hazards that may present a risk to our psychosocial health and safety are equally as significant for employees.
Monique said that Safe Work Australia recently published a model code of practice, Managing Psychosocial Hazards at Work, which puts the onus on employers to manage hazards which may present a risk to employees’ psychosocial health.
“All states and territories except Victoria have implemented ‘model’ work health and safety laws aimed at harmonising different jurisdictions, with some states implementing the Code as law,” she said.
“A Queensland employer is legally obliged under the section 26A of the Workplace Health and Safety Act 2011 (QLD) (WHS Act) to comply with codes of practice, like the Managing the risk of Psychosocial Hazards in the Workplace Code of Practice.
“The employer must either have complying workplace policies or use the Managing the risk of Psychosocial Hazards in the Workplace code of practice when managing psychosocial hazards.
“Other jurisdictions do not provide the legal obligation in the Work Health and Safety Act 2011 to comply with codes of practice and are seen as contemporary best practice, but not essential for the employer to comply with.
“Employers across the country are increasingly legally required to mitigate psychosocial hazards within workplaces, and recent developments signal a future in which all Australian employers could face criminal prosecution if they fail to adequately protect employees’ mental health.
“Some examples of psychosocial hazards include low job control, high job demands, poor support, poor organisational change management and low recognition and reward,” Monique said.
Unsurprisingly, many aspects of a teacher’s work life and environment could constitute a psychosocial hazard: unmanageable workloads; exposure to challenging behaviour; and inadequate support.
Preventing burnout
Monique said the model code of practice can serve as a valuable tool for members in ensuring they are not repeatedly being subjected to situations at work that risk damaging their mental health or lead to burnout.
“The code means employees have a tool they can use to manage psychosocial hazards, like burnout and bullying in the workplace,” she said.
“There is a strong emphasis in the code that psychosocial hazards must be managed at the workplace between the employer and employee, but the overarching responsibility rests with the employer regarding work health and safety matters identified in WHS legislation.
“Where such a policy does not exist in a workplace and employees are willing to develop a psychosocial hazards policy, we would encourage employees to seek industrial advice from our union in the development of any policies,” Monique said.
Wellbeing provisions for ECEC workers
Monique said while some wellbeing provisions are in place, initiatives are not commonplace across the sector.
“Certain collective agreements in Queensland (like Creche and Kindergarten Association and Lady Gowrie Inc) have one wellbeing day paid per annum and also reference to an employee assistance program (EAP) that employees may access for their wellbeing,” Monqiue said.
“However, those working for smaller employers like affiliate kindergarten services may not have an EAP they can access for their wellbeing.
“Wellbeing initiatives for the sector are sorely lacking – further work in this space is needed with the assistance of government, particularly for small workplaces.
“Our union will continue to work with, and listen to members to ensure workers are provided with the wellbeing support those working in such a demanding industry deserve,” she said.
Advice for members
Monique said members should always contact our union for advice relevant to wellbeing provisions or psychosocial hazards.
“If workload is an issue, members can say ‘no’ to their employer,” she said.
“However, if burnout is seriously affecting your health, we advise members to seek medical advice from your general medical practitioner.