Australia’s rules for preventing psychosocial hazards at work mean that companies need to focus on their employees’ mental well-being more than ever. For managers, this is both a challenge and an opportunity to create a healthier, happier workplace.

Understanding Psychosocial Hazards

Psychosocial hazards are things at work that can cause mental or social harm. These include a broad range of hazards that may arise from the management or design of work, environmental factors as well as workplace behaviours, and can include stress, bullying, harassment (including sexual harassment), heavy workloads, lack of control, poor support, and a poor work-life balance, amongst others. The rules aim to tackle these issues by focusing on mental health as a key part of workplace safety.

So, let us refresh you on what do employers actually need to do?

Prevention

Managers and directors now have a few more items on their plates to ensure adequate steps are being taken in the workplace to prevent psychosocial hazards. Actions should include:

• Risk Assessments: Regularly check the workplace for potential psychosocial hazards. Managers can utilise surveys, interviews, and other tools to see how employees are feeling.
• Control Measures: Create and enforce policies to address identified risks. This might mean changing job roles, improving communication, or providing mental health resources.
• Training: Ensure all staff, especially supervisors, are trained to identify and deal with psychosocial hazards, including stress and anxiety.
• Monitoring and Reporting: Set up systems to continuously monitor psychosocial risks and report findings.

Rethink your workplace

What this means is that companies need to reconsider how they view and deal with employee well-being. It’s no longer a nice-to-have to support mental health or wellbeing “initiative” to improve employee engagement, but rather, a ‘must-have’.

Employers should consider the following strategies:

• Build a culture of well-being: Managers and directors should lead by example in promoting a culture that values and supports mental wellbeing. This can involve talking openly about mental health, reducing stigma, and encouraging a healthy work-life balance.
• Allocate resources: invest in mental health initiatives like employee assistance programs, conflict resolution programs (like Ombpoint) or wellness programs.
• Integrate psychosocial risk management into business processes: Make these a part of all business processes, from hiring to performance reviews to termination processes – ensuring mental health considerations are built into the company’s core.
• Create a supportive environment: Create workplaces where employees feel safe to express their concerns without fear of retribution. This includes having clear procedures for reporting and addressing psychosocial hazards.

Increased Pressure on Managers and Directors

The  rules around addressing psychosocial safety have come at a time when leadership teams are already juggling a lot. Managers must add accountability for broader psychosocial hazard prevention and apply this approach to  behavioural risks (like sexual harassment).

With this increased accountability, managers are under more scrutiny to make sure they (and their workplace) comply with these rules, which in turn may mean more stress and the need for careful documentation and reporting. Of course, implementing additional measures to support compliance often requires more resources, which may be challenging for managers to balance against budget constraints and other demands.

While these rules bring challenges, they also offer great opportunities. These can include:

• Enhanced employee well-being: implementing these measures can improve employee well-being, leading to higher morale and productivity.
• Attraction and retention: a strong focus on mental health can boost the company’s reputation, making it more attractive to top talent.
• Reduced absenteeism and turnover: addressing psychosocial hazards can lower absenteeism and turnover rates, saving costs and creating a more stable workforce.
• Leadership development: focusing on tackling psychosocial hazards can help managers develop empathetic and supportive leadership skills.

Awareness  and prevention of psychosocial hazards in Australia represents the next evolution in workplace health and safety. Managers and directors need to take a proactive and empathetic approach to employee well-being, backed by strategic planning and resource allocation.

While the increased responsibilities have the potential to add pressure and complexity, the long-term benefits to a company with a healthier, more engaged workforce far outweigh the initial implementation challenges. Embracing these changes will not only address compliance, but also foster a thriving work environment where employees’ feel that their wellbeing ( both mental and physical) is valued.

If you need assistance with your psychosocial hazard prevention strategy, or training in psychosocial hazard identification and prevention training, please contact us at Azuhr.com or on 1300 909 819.

Peitra Moffat

Managing Director
Azuhr
[email protected]