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Managing psychosocial hazards at work
Managing psychosocial hazards at work is now a legal requirement in Australia. New laws now require all organisations to manage mental health risks the same way they manage physical safety risks.
Of course, work-place safety is the responsibility of people at all levels in an organisation. However, a specific duty of care now rests with all leaders and PCBUs (Person Conducting a Business or Undertaking).
The definition of a PCBU is broad and includes:
- Anyone who engages workers (or causes the engagement of workers) to carry out duties.
- Anyone who directs or influences workers carrying out work.
In other words, all senior leaders, HR professionals, managers, team leaders, coordinators and supervisors.
Psychosocial hazards examples
Psychosocial hazards in the workplace include anything that might cause undue stress, trauma, or harm to mental health. According to Safe Work Australia these hazards include:
- job demands
- low job control
- poor support
- lack of clarity
- poor change management
- exposure to traumatic events
- remote or isolated work
- inadequate reward or recognition
- violence and aggression
- bullying and harassment
How to prevent psychosocial hazards in the workplace
Safe Work Australia recommends the following 4 step process for controlling psychosocial hazards.
Step 1: identifying risks. For example, inspecting the workplace, reviewing incident reports, talking with employees and conducting staff surveys.
Step 2: Evaluating how much harm a hazard could cause if an employee was exposed to it.
Step 3: Controlling or eliminating risks through planning, prevention and training.
Step 4: Reviewing and monitoring the above control measures to ensure they remain effective.
Before beginning this kind of process there are a few more things to remember.
Firstly, most physical OH&S hazards, such as tripping hazards or flammable materials, are clearly visible on inspection. However psychosocial hazards are not. For example, bullying can occur out of view, and low job control or a lack of support can be highly subjective. And how do you identify ‘poor change management’ in real time?
To ensure safety at work, know the general psychosocial hazards, and the specific ones in your industry. This allows a sharper focus on planning and prevention.
Secondly, once identified, managers and supervisors need the skills to mitigate psychosocial hazards. For instance, supervisors should receive training in coaching techniques to enhance psychological safety, support employee strengths, and assist individuals with change.
Finally, everyone should know the early warning signs of stress and burnout. Prevention is key, so it’s important to intervene early when people are experiencing stress.
These challenges are easier than they seem. Talk to us about support and training strategies tailored to your organisation’s needs.
