Paul Clifford

Registered Psychologist of 13 years

Paul is a registered psychologist of 13 years. He achieved endorsement as an Organisational Psychologist by the Psychology Board of Australia in 2010. He achieved membership of the Australian Psychological Society's College of Organisational Psychology in 2010. Paul is trained in Behavioural Interviewing and in psychometric testing. He is accredited in the administration and interpretation of Facet5 and MLQ.

Published author

I have written a number of articles that have been published in industry magazines. Please see my documents section for articles on employee and organisational resilience, psychometric testing, leadership, career mangement and more.

Half marathon in under 84 mins

Completed the Melbourne half marathon in just under 84 mins

Monash University

Bachelor of Arts

Honours in Psychology

1994

A registered psychologist since 1998
Endorsed as an Organisational Psychologist by the Psychology Board of Australia in 2010.
Member of the APS College of Organisational Psychologists since 2010

Title

Organisational Design and Strategy Execution Forum  Melbourne

2010-10-03

Strategic employee wellbeing

Provides a comprehensive look at all the factors which impact on employee wellbeing and ask the question "Are we tackling employee wellbeing in a strategic way?" Whilst it is important to address employee distress through providing counselling, healthy eating and stress management programs, these are not likely to address the root cause of the distress. And why do we only focus on eliminating stress? What about the other side of the coin - enhancing wellbeing - thriving rather than just surviving? This presentation takes a look at what the research and experience in organisations right across Australia tells us about what really causes employee distress and how true employee wellbeing can be achieved. We look at individual, team and organisational level strategies that provide a multi-faceted, strategic approach that is much more likely to achieve the employee and organisational wellbeing we so desperately seek.

Giving feedback doesn't have to be scary

Provides people with a method of giving feedback that removes the fear and produces the results you want. Many of us imagine many horrors in our lives and don't even come close to happening. Often we recognise the need to give feedback to colleagues or friends but imagine all the nasty things that might happen when we give that feedback. This often provides us with a convenient excuse not to do it. By not giving the feedback we miss out on an opportunity to improve rather than destroy relationships in many circumstances. We also miss out on the chance to develop ourselves and our skills. Delivered well, most people welcome receiving feedback and the issues we thought could not be resolved are often quickly sorted out following the feedback. The trick is to follow a method of giving feedback that follows psychological principles that research has shown to work.

Building employee and organisational resilience

Highlights the need to look at resilience from a variety of perspectives - building resilience in organisations requires the employees and organisation's leaders to do a number of things across several domains. Any employee's resilience capability is a factor of their personality, attitude, behaviour, skills and resources. Any organisation's resilience capability is a function of the collective resilience of employees plus the sum of systems, processes and practices the organisation takes to strengthen its position against a variety of threats. Resilience is built as a competency over time. It is a coordinated set of actions that need to be taken ahead of time to better prepare one and/or many to thrive rather than merely survive.