Managing Psychosocial Hazards at Work

Mental Health is a widely known issue in the community and is increasingly being managed within occupational health. Poor mental health leads to problems such as social isolation, which disrupts a person’s communication and interactions with others.

The Covid-19 pandemic had forced employees to adapt and adjust in an unprecedented way.

While some employees have been able to move to work-from-home (WFH) relatively easily, many found it challenging. Notwithstanding the magnitude of change, little is known about the affects it had on WFH employees’ mental health during COVID-19. Working from home is now the norm post Covid and businesses have adopted a work-from-home hybrid model. While most people spend an average of eight hours a day working, the management of a workers mental health requires a multifaceted approach.

What is Mental Health

“A state of mental well-being that enables people to cope with stresses of life, to realise their abilities, to learn well and work well, and to contribute to their communities.”

— World Health Organisation (2022)

Statistics tell us that 1 in 5 people have a mental health disorder with the most common being anxiety and depression.

When the NSW Government released the Managing Psychosocial Hazards at Work Code of Practice, May 2021, it was identified that one of its primary purposes is to create a climate for psychosocial safety.

What is Psychosocial?

As a health professional, the term is familiar and regularly used in the industry, however for others, it is not fully understood. When we look at managing a psychosocial hazard, we are looking at the combined influences of psychological factors surrounding a social environment and the physical and mental wellness to be able to function. To simply provide a safe and healthy workplace, it is important to understand how a person can function in their work environment.

The Psychosocial Hazards at Work Code of Practice code lists the most common psychosocial hazards:-

Common Psychosocial Hazards

• Role overload (high workloads or job demands)

• Role underload (low workloads or job demands)

• Exposure to traumatic events

• Role conflict or lack of role clarity

• Low job control

• Conflict or poor workplace relationships between workers and their supervisors and managers and co-workers

• Poor support from supervisors and managers

• Poor co-worker support

• Workplace violence

• Bullying

• Harassment including sexual harassment

• Inadequate reward and recognition

• Hazardous physical working environments

• Remote or isolated work

• Poor procedural justice (processes for making decisions)

• Poor organisational change consultation

Source: Safework NSW May 2021 – Code of Practice Managing Psychosocial Hazards at Work

The above is highlighting the need for a PCBU to consider individual factors and particular groups ie: young, old, different languages and cultures.

Summary

Leadership commitment, consultation and planning

• Identify, assess and prioritise risks associated with psychosocial hazards

• Control hazards and risks by elimination or minimization through:- o Work design o Safe systems o Information/training/instruction o Reasonable adjustments

• Implement and monitor controls

• Keep records of the risk management process and response to individual incidents.

*The following summary is provided on what can be expected for the implementation of the code dependant on the size of your business:

**The following are free Psychosocial risk assessment tools which are available for businesses to access:

Free Psychosocial risk assessment tools

Guarding Minds@Work Risk Assessment Tool https://www.guardingmindsatwork.ca/

PeopleAtWork Risk Assessment Tool https://www.peopleatwork.gov.au/

It may not be reasonable for a small business to implement all ISO 45003 processes

Need to demonstrate that their systems adequately identify risk factors and reasonable controls are implemented to protect workers from harm

Small organisations

• Commitment statement – some form of written commitment to worker mental health

• Include identification and management of workrelated and external factors

• Include dates for review

Medium sized organisations

• Framework or strategy

• Has goals/actions/evaluation

• Format can be tailored to suit organisation

• Provides expectations for managing work related and external factors

• Include dates for review/evaluation

Mentally Healthy Workplaces Psychosocial risk assessment tool https://www.worksafe.qld.gov.au/

Mind your Head Audit Checklist https://www.mindyourhead.org.au/

Do I need all elements of ISO 45003?

A mental health policy/ framework/strategy creates the foundation for psychological health and safety.

Large organisations

• Form a policy to create consistency

• Keep policy clear and simple where possible – be cautious with too much detail

• Review existing policy to ensure ‘Health’ is applicable for psychological health & ‘Safety’ includes psychosocial risk management

• Guidelines can provide more details for implementation

• Include case study examples for implementation

• Include dates for review/evaluation

For more information or assistance with workplace safety, injuries or employee assistance, please contact Tina Emerton at Mend Services on 1300 176 774 or send your enquiry to fax@mendservices.com.au