In Part 1 and Part 2 of this series on the impact of the Managing the Risk of Psychosocial Hazards at Work Code of Practice, we looked at the changes that have been brought into effect and the impact to organisations, and the key approaches to identifying psychosocial hazards. In this part we explore the Code’s wealth of guidance information available to assist organisations in how to control psychosocial hazards at work.

The legislative requirement for managing physical risks ‘so far as is reasonably practicable’ in accordance with the hierarchy of controls, also applies to managing psychosocial risks. Those used to managing physical safety can find it challenging to apply the principles to psychosocial safety.

Appendix 4 of the Managing the Risk of Psychosocial Hazards at Work Code of Practice provides an incredible volume of information and detailed examples for what types of controls can be implemented for each of the commonly occurring psychosocial hazards:

  • High and/or low job demands
  • Low job control
  • Poor support
  • Low role clarity
  • Poor organisational change management
  • Low reward and recognition
  • Poor organisational justice
  • Remote or isolated work
  • Poor environmental conditions
  • Traumatic events
  • Violence, abuse and aggression
  • Bullying and harassment, including sexual harassment
  • Poor workplace relationships including interpersonal conflict

Regardless of the type of psychosocial hazard, there are many things that organisations can do to address all psychosocial hazards. Generally speaking, focusing on higher level control measures that address work design will function to address the risk of harm at the source, as opposed to using measures that only reduce the impact of harm after it has occurred. In most cases a combination of controls will be needed to eliminate or minimise psychosocial risk.

Additionally:

  • Ensure there are policies and processes for reporting and responding to psychosocial hazards in your workplace.
  • Ensure there is training for leaders on how to respond in a timely and empathetic manner to support workers who may have experienced demanding, distressing, or traumatic events, or have been exposed to bullying, violence, aggression, or harassment.
  • Educate workers and managers about early warning signs of stress and fatigue and how to respond when they recognise them in themselves or others.
  • Provide clear guidelines and expectations about respectful workplace behaviours and ensure leaders and line-managers model these behaviours.
  • Ensure professional psychological support is available to workers who are directly or indirectly exposed to traumatic events or other emotionally demanding work.
  • Create an environment in which workers feel comfortable raising concerns about any psychosocial hazards.
  • Promote work-life balance and encourage workers to implement self-care practices, to take annual leave regularly, or to recover from periods of high demands.
  • Embed meaningful recognition and reward processes within the organisation.

But this is not a set and forget situation. The assessed level of risk does need to be reviewed, the implemented controls need to be monitored to ensure that they remain in place and effective, and the workplace operation needs to be attuned to identifying any further psychosocial hazards that require addressing.

Please contact us for more information.