Do you know the role of Boards and Officers in managing psychosocial risks?

Boards and Officers play a crucial role in ensuring the workplace promote psychological healthy and safety. 

Officers must recognize that managing psychosocial risks requires the adequate allocation of time, funds, and resources to proactively identify psychosocial hazards, assess associated risks, and implement appropriate management strategies. 

Psychosocial hazards

Psychosocial hazards can exist in every workplace, in every industry, every day. If these hazards are not eliminated or managed people can be harmed. The term ​‘psychosocial hazards’ is a broad term that encompasses specific hazards such as fatigue, occupational violence, stress and bullying/​harassment. The harm created by psychosocial hazards varies, and the effects are not always obvious.

Psychosocial hazards can lead to both psychological and physical harm. Psychological injuries can include anxiety, depression, post-traumatic stress disorder (PTSD), and sleep disorders. Physical impacts include musculoskeletal disorders, chronic disease, and injuries from incidents due to fatigue or distraction.

How does this impact organisations?

Organisations must as with any other Work Health and Safety (WHS) duty:

• Implement control measures to eliminate psychosocial risks so far as is reasonably practicable; and
• If elimination is not reasonably practicable, implement control measures to minimise the risk so far as is reasonably practicable.

It is not enough for organisations to have a workplace policy on mental health, or to only take action in response to psychosocial injuries after they occur, the changes require a more proactive approach to the identification and management of mental health risks in the workplace.

Psychosocial hazards are hazards that arise from or in relation to:

• the design or management of work
• the working environment plant at a workplace, or
• workplace interactions or behaviours; and
• may cause psychological and physical harm.

Under the WHS Regulations, to manage psychosocial risks, a duty holder must: 

• identify reasonably foreseeable hazards that could give rise to psychosocial risks
• eliminate risks, so far as is reasonably practicable
• if it is not reasonably practicable to eliminate the risks – minimise the risks so far as is reasonably practicable

Safety regulators are increasing their focus on psychosocial hazards, organisations must:

• Ensure they have an up-to-date knowledge of their obligations, including Boards and Executives in that education given their due diligence/​officer obligations
• Apply a safety lens to workplace disputes and complaints, and inappropriate behaviour, recognising their obligations to address risk.
• Consult and review records to understand the particular psychosocial hazards arising in workplaces.
• Consider evidence-based higher order control measures, rather than relying on policies and procedures
• Support managers to address hazards. Not all psychosocial hazards result in harm to workers, and good leaders have a significant preventative role in ensuring an appropriate workplace culture, supporting workers during times of peak demand, and considering new ways of working or addressing hazards.
• Review, on a regular basis, control measures
• Understand that regulators may be increasing their investigation and enforcement/​prosecution activity
• Plan ahead for future risks, so that these can be addressed proactively.

Organisations should already have risk management systems in place to manage current WHS hazards. It is encouraged that organisations review their current policies and practices against the WHS Legislation to ensure they are adequately managing psychosocial hazards in the workplace. Employers and leaders must ensure that psychosocial hazards are effectively managed to minimise risks to psychosocial safety.

It’s important that you understand the changes to the WHS laws so you can update your risk assessments, policies and procedures to ensure that your workplace complies with the current legislation. More than just a requirement, creating a mentally healthier workplace leads to better productivity and outcomes for both individuals and organisations. To retain talent, attract new employees, and foster a positive and productive work environment, employers are urged to prioritise addressing psychosocial hazards with the same level of importance they give to physical hazards. A thriving workforce goes beyond addressing the visible and tangible hazards but extends to safeguarding employees’ mental health and emotional well-being.

Prioritising mental health in the workplace is not only the right thing to do but also a strategic investment in the overall success of the organisation. By acknowledging and addressing psychosocial hazards, employers can create a supportive and resilient work environment, fostering happier, more productive employees and building a stronger, more sustainable organisation.

It is important to remember that building a supportive and empathetic work culture takes time and effort, but every small action counts.

The Chamber offers training on Board / Officers due diligence requirements together with training on understanding your psychosocial hazards. 

WHS for Officers — Training Course | The South Australian Business Chamber (sabusi​ness​cham​ber​.com​.au)

Psychological Safety for Leaders — Training Course | The South Australian Business Chamber (sabusi​ness​cham​ber​.com​.au)

Link this with an audit on your current psychosocial risks – enquire today here.