Psychosocial hazards are increasingly recognised as a significant contributor to workplace harm. These hazards, which include factors like workplace stress, bullying, and violence, can have a profound impact on employee well-being and organisational performance. During times of change, many people rely on stress behaviours to protect themselves from impact and navigate through unwanted demands and impost.
Both how we introduce change to the workplace, and the reactions of employees and leaders to change are possible breeding grounds for psychosocial hazards. Understanding the psychosocial hazard risk and getting to grips with sound change management practices can ensure organisations implement effective controls to stay on the right side of their obligations to protect the mental health of employees.
Understanding the Impact
Updated thinking recognises a crucial distinction between stress itself and the potential for harm. While some level of stress is inevitable in any workplace, chronic or excessive stress can have serious consequences:
Psychological Harm: Anxiety, depression, Post Traumatic Stress Disorder (PTSD), sleep disorders
Physical Harm: Musculoskeletal injuries, chronic diseases, fatigue-related injuries
The Interplay of Hazards
Combined Risks: Psychosocial hazards often interact and combine, creating more significant risks. For example, high workloads combined with limited support or lack of control can significantly increase stress levels.
Severity Matters: Some hazards may only pose a significant risk when they are severe. For example noise.
Low-level noise: While it might be annoying, low-level noise typically doesn't pose a significant risk to hearing health.
High-level noise: Prolonged exposure to high-level noise, such as that from heavy machinery or loud concerts, can cause permanent hearing damage, tinnitus, and other auditory problems.
When hazards interact and combine, the fact that physical risks are apparent and not being dealt with places stress on employees due to:
Fear of injury: Employees may constantly worry about potential accidents, leading to anxiety and decreased focus.
Lack of trust: If employees see that physical safety concerns are not being addressed, it can erode their trust in management and the company's commitment to their well-being.
Reduced job satisfaction: Working in an environment where physical risks are not adequately controlled can lead to decreased job satisfaction and increased frustration.
Increased workload: Employees may spend extra time and effort trying to avoid or mitigate the physical risks themselves, which can increase their workload and contribute to stress.
The same is true of mental health risks.
These concerns can exacerbate during change. For example, where employees see the need for change to improve conditions but management has a blind spot. In situations like this, without sufficient employee input, management can implement entirely different, unwelcome changes that create greater impost on already over-stressed employees.
If hazards are present yet being ignored - whether they be prolonged exposure to bullying, noise, unreasonable workloads, or other safety risks, the overall stress levels within a workplace can become harmful.
Managing Psychosocial Risk
The key to effective risk management lies in understanding the unique combination of hazards present in your workplace. It is recommended before initiating operating model change to undertake a thorough assessment of factors such as:
Workload: Are employees consistently overworked? Do they have sufficient time to complete their tasks?
Control: Do employees have sufficient control over their work, or are they constantly subjected to micromanagement? For more on this, see Risk in Change: Mitigation through Intelligent Failure.
Support: Do employees have access to adequate support from supervisors, colleagues, and organisational resources?
Relationships: Is there a culture of respect and collaboration, or are there issues with bullying, harassment, or discrimination?
Change: Are there significant organisational changes that may be impacting employee stress levels? How are they being managed?
Implementing Controls
In upcoming Australian workplace health and safety regulations (WHS), the person conducting a business or undertaking (PCBU) holds the primary duty of care. This can be a: company; unincorporated body or association; sole trader or self-employed person. Individuals who are in a partnership that is conducting a business will individually and collectively be a PCBU.
PCBUs have a legal obligation to eliminate or minimise psychosocial risks. This may involve a range of control measures, including:
Improving communication and feedback mechanisms
Implementing flexible work arrangements
Providing training on stress management and conflict resolution
Promoting a healthy work-life balance
Establishing clear policies and procedures for addressing bullying and harassment
Regularly reviewing and updating risk assessments
Yesterday's blog detailed a strategy to help organisations cultivate a culture of wellness and effective teamwork, being a well-conducted and tailored Corporate Retreat: https://www.agenciachange.com/post/retreat-to-safety-how-wellness-programs-boost-psychological-safety-drive-organisational-success
Psychosocial Hazards: Understanding the Risks and Implementing Effective Controls
Addressing psychosocial hazards requires a proactive and multi-faceted approach. Being especially aware during times of change, by prioritising employee well-being and implementing effective control measures, organisations can create a safer, healthier, and more productive workplace. Taking action on workplace safety ultimately protects employees and employers; as well as providing stakeholders, investors and customers with the reassurance that the organisation they deal with is an ethical, positive, constructive employer that is effectively managing risk.
Agencia Change has partnered with Frequency Lab, Australia's first and only multi-sensory Light, Sound, Vibration lab, to bring to the market a unique Corporate Retreat solution for teams contemplating or experiencing workplace change or stress. For more information on this innovative technology supporting modern work wellness and well-being, see here: https://www.agenciachange.com/business-solutions#team-glow-up-corporate-retreat
Disclaimer: This blog post provides general information only and should not be considered legal or professional advice. It is essential to consult with relevant WHS professionals and refer to the official guidance from your relevant WHS authority for specific advice on managing psychosocial risks in your workplace. WHS regulations differ in every jurisdiction.
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