Monitor Emotional Wellbeing and Stress

Facilitate workplace debriefing and support processes describe the abilities, knowledge and expertise needed to monitor and assist employees. This involves the implementation of assistance procedures to cope with stress and psychological/emotional well-being of self or fellow employees working in a variety of wellness and community service circumstances. It also entails supporting organized debriefing sessions for peers after events with prospective health and well-being effects CITATION Asp15 l 2057 (Aspire Training & Consulting, 2015). This unit relates to organizational or leadership positions in which the person offers peer-to-peer assistance to peers and relates as needed to specialized assistance services in accordance with organizational rules.

It contains information of how to:

  • Monitor welfare of colleagues
  • Conduct structured debriefings following incident

Workers in the health and community services often cope with complicated and difficult circumstances. They are particularly susceptible to job-related stress and prospective exhaustion. Organizations’ department heads need to understand how and when to identify wellness risks and provide adequate support to prevent co-workers from psychological concussion.

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Where problems arise, approaches must be in place to help recuperation and rehabilitation. Some of these strategies that need to be deployed are:

  • Monitor emotional wellbeing and stress

There is no specific agreement on the explanation of welfare or well being terms, but they are considered as important component in healthcare of the employees. The World Health Organization’s (WHO) defines god health as a state of being in full physical, mental and social wellbeing. WHO also maintains that restoration, promotion and protection of the mental health draw major concern to individuals, communalities and general society(ii) Understand risks to mental health

In the year 2014, the World Health Organization elaborated mental health as one potentiality of being in a state of free mental disorders and disabilities.

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To further and provide emphasis, WHO stated that mental health is the wellbeing in which an individual realises his or her own abilities, can be able to adjust dairy cope up of normal and good life, can contribute in work and productivity and can the individual is can make a contribution of any social, political and economical matters CITATION RKe17 l 2057 ( R Key Dismukes & Guy M Smith, 2017). As listed by the World Health, some of the challenges to mental health risks are:

  • Gender discrimination
  • Rapid social change

Risks of violence and human rights violations

  • Social exclusion
  • Stressful work conditions
  • Gender discrimination

Workplace wellbeing and support leadership

In 2002, Australia’s Cotton and Hart conducted a research that at the final end supported that staff wellbeing can be strongly influenced by supportive leadership. Compassionate and caring leadership is a style of management that is especially efficient in stressful, tedious or possibly harmful circumstances CITATION Inf17 l 2057 (Information Resources Management Association, 2017). A supportive leader focuses on decreasing workplace stress and frustration and shows behaviour that showed concern for employees and an involvement in their individual requirements.

Here are some approaches to support at-risk peers and help rehabilitate those who recover from stress-related diseases for the welfare of workers:

Get to know early warning signs of co-workers low morale and distress

Support and show empathy by starting conversation that shows concerns and talk of topic that allows the employee to discuss about health related issues and any private issue with him/her.

Maintain and stay in contact even in cases of prolonged absence as you get to know the reason for their absence

In case when you feel you’re not providing enough support to another employee; seek assistance from the organization human resource department or other related bodies

Provide adaptable and flexible options to other workers that make them feel safe and productive at work

Be welcoming and maintain a close relation to the employee who might be facing such difficulties. This can be made successful through strategies like involving mentor

Advocate to see that the colleague is totally associated in planning options.

Also, the working place should relate in addressing issues connected to cultural like:


Various cultures have varying mindsets towards age or youth’s social importance and the needs of young and elderly individuals. Respect is demonstrated in a multitude of ways. Be conscious of conduct that can be interpreted as disrespect or rudeness, or absence of care.

Gender and sexual preferences

Work methods may need to be adjusted to take into consideration distinct cultural opinions-some individuals are not comfortable with the concept of a man being alone with a single female, or a man or woman performing certain duties. Be conscious of how emotionally or professionally cultural attitudes towards homosexuality, transgender and non-traditional alliances can impact your team members.

Health and disability

Some of the workers may come from cultures or work with individuals from cultural backgrounds who have very distinct opinions on treating individuals with varied skills and health (including mental health). It can also be essential to see when, how and what to eat.

Beliefs and values

Be conscious of how behaviour and exercise can affect particular religious or spiritual values and value systems. Within significant religious systems and practices, however, there are many distinct types, so be aware of making assumptions. Find out what might or might not be applicable to the individuals with whom you work. Consider how fasting rituals can affect your peers at different moments. How could you respond?

Conduct structured debriefing following an incident

Debriefing sessions can be carried out by the company itself in different models like peer-to-peer support model or staff team model. It is necessary for the staff to be well trained and skilled in controlling the sensitivities and any requirement to staff in what could have been more stressful or in situation that is emotional CITATION Val05 l 2057 (Vali Hawkins Mitchell & Philip Jan Rothstein, 2005). Some organizations prefers employing professions who will carry out the debriefing session to their own company staff. The professions are skilled and have high experiences in such kind of situation.

Some of different types of debriefing are:

  • Staff debriefing team model
  • Peer support model
  • External provider model

The main procedures to follow in conducting structured debriefings following an incident are:

  • Plan, prepare and perform debriefing according to norms and processes of the organization
  • Schedule for debriefing as quick as possible after incident
  • Carry out debriefing in a secure environment and in a manner that facilitates open debate
  • Use debriefing methods to motivate further explanation of experiences, internal conversation and feelings to assist reflect the problem
  • Use a suitable questionnaire to encourage the employee to recognize and investigate their issues
  • Be aware of hazards to yourself or others and be quick to react to the extent and nature of the degree and nature of the hazard
  • Document all results and report results of debriefings according to the norms and processes of the organisation
  • Identify and react quickly to peers in need of extra assistance and refer to the rules of the organisation


  1. Aspire Training & Consulting, 2015. CHCMGT005 facilitate workplace debriefing and support processes : learner guide.. ed 1 ed. Melbourne: Aspire Training & Consulting.
  2. Information Resources Management Association, 2017. Social issues in the workplace : breakthroughs in research and practice. Hershey : Business Science Reference.
  3. R Key Dismukes & Guy M Smith, 2017. Facilitation and Debriefing in Aviation Training and Operations.. eBook ed. s.l.:aylor and Francis Ltd : Routledge,.
  4. Vali Hawkins Mitchell & Philip Jan Rothstein, 2005. Emotional terrors in the workplace : protecting your business’ bottom line. Brookfield, Conn: Rothstein Associates.

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Monitor Emotional Wellbeing and Stress. (2019, Dec 16). Retrieved from

Monitor Emotional Wellbeing and Stress

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