Psychosocial Hazard Management and Workplace Wellbeing: Working Together for Better Outcomes
We’ve had almost a year to settle in to the new federal legislation on managing psychosocial hazards, and yet there’s still plenty of discussion around the way these changes should be integrated into the workforce, who is responsible for it, and how it should be done. In the wellbeing space, there has been a fair amount of mud slinging and soap-box pontificating around it, and I admit I’ve been part of the discussion too, sometimes unfairly poo-poohing fruit bowls, and I’ll explain why below.
What we’ve seen over the past few months is that various people occupying a variety of job roles have an opinion on the place these measures should take in the broader organisational structure, and what managing psychosocial hazards should actually look like.
In a recent conversation I likened it
to a bunch of people at a loud dinner party. Psychosocial hazard management comes along and everyone has an opinion about where it should be sitting, all roles sharing their opinion about where it should sit.
Alongside this, we’ve seen unremitting references to ‘wellbeing washing’, a process in which a company placates employees with a wellbeing initiative like yoga classes, when what they really need is something like alleviated job pressure.
I’m the first to admit, I have shared this same sentiment in the past also.
I’ve referred to ‘yoga classes and fruit bowls’ in my frustration with the way I’ve been involved in initiatives that feel shallow, based on an awareness that so much more could be done.
In my capacity as a wellbeing provider over the last 10-plus years, I’ve been brought in to run wellbeing workshops with teams who are clearly frazzled and struggling to cope with job demands.
I believe there is a place at the table for wellbeing education, and I specifically structure my workshops to facilitate long-term behaviour change. Still, I often walked away from these interactions feeling like a bandaid on a wound that required much better treatment than it was getting. It is a frustrating position to be in, especially as a public health trained wellbeing worker with deep awareness of the various factors that contribute to poor health and wellbeing.
However, the upshot of it is that the discrepancy that became apparent fuelled my decision to move further into consultancy practice. Sunrise Well continues to provide education and services, but also supports businesses to understand the essential and impactful role wellbeing plays in their organisation, and how this works together with the new legislative changes.
So let’s take a look at these legislative changes and learn how wellbeing education is a vital tool to support mental health and wellbeing, not as a bandaid, but as an integrated and measured piece of the plan.
On April 1, 2023, federal legislation mandated the comprehensive management of psychosocial hazards in workplaces as stipulated by the Work Health and Safety Act 2011 (WHS Act).
To identify psychosocial hazards, we need to look at specific workplace risks that can lead to physical or psychological harm, including anxiety, depression, or post-traumatic stress disorder.
Common examples of psychosocial hazards include:
high job demand
remote or isolated work
traumatic events or materials
harassment
violence and aggression
poor role clarity
bullying
poor management of organisational change
relationship conflict
Unmanaged, psychosocial hazards can cause both psychological and physical harm, such as stress, anxiety, withdrawal, fatigue and insomnia, depression, fatigue-related injuries, and post-traumatic stress disorder.
The introduction of this legislation places the responsibility for these issues squarely on the shoulders of the organisation. They have a legal responsibility to manage these risks in order to prevent or reduce harm. This means updating risk assessments, and reviewing policies and procedures to align with current laws.
Management of the hazards must incorporate tailored approaches based on job design, work environment, and organisational factors, as no two organisations are alike.
For example, a company with a call centre, may need specific on-call supports for their call centre staff, who may experience a high degree of public abuse, as well as specific requirements around things like contact hours, debriefing opportunities, etc. While they have an EAP in place as a reactive measure, the new legislation requires there to be preventative measures in place to prevent or reduce psychological harm before it begins.
As another example, two seemingly similar businesses in the financial industry may need to plan for the management of risks using similar strategies, but they may also need to differentiate their approach, depending on their location, their methodologies, the clientele, and other factors in the purview, such as the cultural or socioeconomic background of their staff, as an example.
So, addressing psychosocial hazards involves a comprehensive and thorough whole-system approach.
But - and this is a big but - this does not mean there is not a place for yoga and fruit bowls, mindfulness workshops, financial education, and all of those other life-enhancing wellbeing education programs and skills development. In fact, this type of support is actually be needed now more than ever.
The legislative change is simply acknowledging the need for and enforcing organisations to do more than put a coat of paint on top of large cracks created by deeper foundational issues. Organisations now have to lift the hood of their own workplace and look deeply at the issues that are unique to them, and from there make educated decisions about what is needed.
Understanding Your Psychosocial Risks:
Harm can arise from exposure to single traumatic events, however it can also manifest from prolonged, repeated exposure, or to a combination of risks that activate a chronic stress response. Employers, people managers, and leaders must manage psychosocial risks with the same diligence applied to physical health and safety risks, involving consultation and engagement with staff, clear and enforceable policies, and training at all levels. It is important to identify the risks through direct consultation with those affected in order to create the most effective strategy to eliminate or reduce the hazards.
Role of Wellbeing Education:
Wellbeing education is an additional tool used to support workplaces in managing psychosocial hazards effectively after conducting a risk assessment and identifying needs. By providing employees with the knowledge and skills to identify, cope with, and mitigate stressors, organisations can foster a mentally healthier workplace, without falling prey to ‘wellbeing washing’. Wellbeing education initiatives can address specific psychosocial hazards, offering practical strategies to enhance skills like resilience, communication, and conflict resolution.
For example, if low role clarity or ‘role creep’ has been identified as a potential risk, the organisation can create a number of policies for all employees, and specifically supervisors and line managers, who also receive training on role clarity requirements and how to manage them. This strategy can be supported by ensuring staff attend a series of workshops (not just 60 minutes one and done!) on developing skills to communicate boundaries with their supervisor.
Organisations can seamlessly integrate wellbeing education into existing training programs, tackling psychosocial hazards through workshops, seminars, and online resources, in tandem with the broader policy changes required. For instance, a company might implement a series of workshops focusing on stress management techniques, conflict resolution skills, or the promotion of a healthy work-life balance. The difference now is that these trainings will be targeted and appropriate, and also coupled with enforced change.
Conclusion:
The management of psychosocial hazards is essential for ensuring a safe and healthy workplace. The legislative changes highlight the importance of actively addressing these hazards, with wellbeing education emerging as a key component in the strategy. By investing in wellbeing education, workplaces can empower their employees to navigate and mitigate psychosocial risks, fostering a resilient and supportive organisational culture. Prioritising mental health not only fulfills legal obligations but also contributes to enhanced productivity and overall wellbeing for individuals and organisations alike.