The AOD sector workforce: on engagement, learning and wellbeing
Findings from a recent study suggest that there is there is upward potential to optimise work experiences across the AOD sector and thus opportunity to realise more positive impact. This video provides an overview of the first of two related reports commissioned by NADA and VAADA: ‘The AOD sector workforce: on engagement, learning and wellbeing.’ Dr Ramon Wenzel, Curtin University, will highlight findings and discuss implications as they relate to leaders, workers, and organisations across the AOD sector.
Watch this video to learn:
how to understand work performance and impact as a function of the total work experience
what drives AOD workers’ retention, commitment and engagement
that designing great jobs is not merely about compliance or risk but the provision of agency, mastery and relational experiences
why empowering workers means to increase role clarity, responsibilities and genuine support
how psychological safety drives wellbeing and professional growth
He discusses staff retention and job satisfaction, the provision of agency and professional development, and the importance of empowerment and psychological safety.
AOD sector leaders and managers: on identity, skills and development
Findings from a recent study highlight the importance of leaders and managers for the optimal operation and thus impact of AOD sector organisations. This video provides an overview of the second of two related reports commissioned by NADA and VAADA: ‘AOD sector leaders and managers: on identity, skills and development.’ Dr Ramon Wenzel, Curtin University, highlights findings and discuss implications as they relate to AOD sector leaders, peak bodies, and government entities.
Watch to learn:
why AOD sector leaders and managers must help shape, translate, and implement business-strategy and human resource policies during day-to-day operations
how to re/design recruiting, careers and work itself to offer leadership opportunities that help psychologically shift workers’ into adopting meaningful leader identities
that supporting future leaders means systematically offering mentoring and feedback across an organisational climate that tolerates and constructively manages errors
how re/shaping education and training can better serve learning needs as well as signal what knowledge and skills are to be prioritised for becoming an effective leader and manager.
