Managing psychosocial hazards in the workplace making you stressed?
Managing Psychosocial Hazards in The Workplace Making You Stressed?
Under the Work Health and Safety Act the term ‘health’ is defined to include both physical and psychological health meaning PCBUs must manage risks to psychological health where the WHS Act imposes a duty in relation to ‘health’.
Almost all States in Australia have amended their WHS legislation to further define an obligation for businesses to control exposure to psychosocial hazards as far as is reasonably practicable.
What is the difference between Psychosocial Hazards and Psychological Safety?
A psychosocial hazard is anything that could cause psychological harm (e.g., harm someone’s mental health). It can arise from, or relates to, the design or management of work, a work environment, plant at a workplace, or workplace interactions and behaviours and may cause psychological harm, whether or not the hazard may also cause physical harm. In severe cases exposure to psychosocial hazards can lead to very serious harm.
Psychological safety refers to a work environment in which employees feel safe to express themselves and take risks without fear of negative consequences such as humiliation, punishment, or discrimination. Psychological safety is a positive attribute, as it fosters an environment in which employees feel valued, respected, and able to speak up.
Psychosocial hazards and risks include but are not limited to:
Work-related stress caused by excessive workload, tight deadlines, or conflicting demands.
Bullying and harassment, including verbal abuse, sexual harassment, intimidation, and offensive behaviour.
Exposure to traumatic events or critical incidents.
Discrimination or exclusion based on gender, race, age, or other factors.
Poor leadership and management practices that do not promote a respectful and supportive work environment including interpersonal conflict.
Inadequate communication, role clarity or information sharing that can lead to uncertainty and anxiety.
Job insecurity, including concerns about redundancy or changes in work conditions.
Excessive or prolonged working hours that interfere with work-life balance.
Lack of control over work tasks or decision-making processes.
High job demands combined with low job control.
Organisational change that is poorly managed and causes uncertainty or job insecurity.
What do you need to do to manage psychosocial hazards?
As with all hazards and risks in your business you need to follow a risk management approach.
1. Identify the hazards:
Talk to your team: Follow your existing consultation procedures, which must be decided in consultation with workers. Conduct confidential surveys or one-on-one discussions to understand their concerns. Watch for signs of stress, fatigue, or low morale.
Scrutinise your systems: Are job descriptions clear and expectations well-defined? Is workload manageable, and are employees supported? Assess communication channels and team dynamics.
Review Data: Data can be used to identify psychosocial hazards. For example, records of leave, hours of work, workers compensation claims, incident & injury records, employee assistance programs.
Seek expert guidance: Consider partnering with an external consultant specialising in workplace safety for your industry.
Observe the workplace: Observe how work tasks are performed (including the physical, mental, and emotional demands) and how people interact with each other.
2. Assess the hazards:
Risk Assessments: A risk assessment should be carried out for any psychosocial hazards that have been identified where the risk of the hazard(s), or accepted control measures, are not well-known. CRM can assist with psychological risk assessments or use the resources from your WHS regulator.
Don't tackle hazards in isolation: Consider how they interact and amplify each other. For example, a high-pressure environment combined with poor communication can create a recipe for burnout.
Identify the root causes: Don't just treat symptoms. Dig deeper to understand the underlying reasons behind identified hazards.
Prioritise based on impact: Focus on addressing the most detrimental hazards first, considering their potential impact on individual and team well-being.
3. Choose and implement controls:
Eliminate hazards or substitute tasks where possible: Assess the duration, frequency, and severity of the exposure of workers to psychosocial hazards. Restructure design of work and workflows, clarify expectations, or invest in technology to reduce unnecessary stressors.
Implement administrative controls: Offer training, provide clear communication channels, encourage breaks, and promote open dialogue.
Information, training, and instruction: Train workers on expected behaviour and conduct at work e.g., for respectful workplace behaviours, conflict management, prevention of work-related bullying, sexual harassment at work, and work-related violence or aggression.
Prioritise psychological safety: Foster a culture where employees feel safe reporting concerns, seeking help, and making mistakes without fear of judgment. Provide supportive leadership, positive relationships, and professional and respectful interactions.
NOTE: Remember, an EAP is a reactive way to help minimise the harm of a psychological hazard, it is not a solution. Use it to support employees dealing with the impact of hazards but focus on prevention through proactive measures.
4. Monitor and Review:
Regularly check-in with your team: Gather feedback on the effectiveness of implemented controls and adapt them as needed. Control measures must be effective and remain fit for purpose, suitable for the nature and duration of the work, and are installed, set up and used correctly.
Stay vigilant for warning signs: Monitor absenteeism, presenteeism, and productivity dips, which can indicate underlying issues.
Continuously learn and improve: Stay updated on best practices in managing psychological hazards and adapt your approach based on new knowledge and your team's evolving needs.
How can we help?
Ready to tackle psychosocial hazards in your workplace? We have created two resources to assist you in identifying your psychosocial hazards and risks. Each of these resources will provide you with a report giving you guidance on how to manage psychosocial safety in your workplace.
Use our Workplace Psychosocial Safety Health Check to quickly identify what your business is already doing to manage these risks and what gaps you may have.
Alternatively complete our comprehensive Psychosocial Safety Risk Assessment Tool to identify the psychosocial hazards that exist in your business and the controls you can implement to prevent exposure to these hazards.
There are several resources available, from the Safe Work Australia website to online training programs. Better yet, give Continu Risk Management a call, we can support and guide you in several ways including:
Conduct risk assessments to identify psychosocial hazards in your workplace.
Conduct confidential employee surveys or one-on-one meetings.
Review and develop policies and procedures relating to psychosocial hazards.
Review employment agreements and job descriptions.
Conduct workplace investigations following an incident.
Review and interpret employment data, including incidents and hazards raised relating to psychosocial hazards.
Investing in your team's psychological safety isn't just the right thing to do, it's also smart business.
By creating a healthy and supportive work environment, you'll boost morale, productivity, and attract top talent.
The following list shows which States have amended their legislation and have implemented a supporting Code of Practice for businesses to comply with.
Jurisdiction, Regulation and Code:
Commonwealth | Work Health and Safety Act 2011: Amended | No code.
ACT | Work Health and Safety Act 2011: Not amended | Has not implemented model code, has instead Managing work-related psychosocial strategy 2021–23.
NSW | Work Health and Safety Act 2011: Amended | Implemented Code of Practice: Managing psychosocial hazards at work.
NT | Work Health and Safety Act 2011: Amended | No code.
Qld | Work Health and Safety Act 2011: Amended | Implemented Code of Practice: Managing the risk of psychosocial hazards at work.
SA | Work Health and Safety Act 2012: Amended | No code.
Tas | Work Health and Safety Act 2012: Amended | Implemented Code of Practice: Managing psychosocial hazards at work.
Vic | The Victorian Government is considering options for the development of the Occupational Health and Safety Amendment (Psychological Health) Regulations to amend the Occupational Health and Safety Regulations 2017 | No code.
WA | Work Health and Safety Act 2020: Amended | Implemented Code of Practice: Psychosocial hazards in the workplace.
*Source: Health & Safety Handbook
