What the Best Leaders do to Minimise Psychosocial Risks in the Workplace
Interesting article on psychosocial hazards from Stephenson Mansell Group
Recent government legislation now means that every leader – from Board Director to a new team leader – needs to sit up and consider the greater responsibility for understanding, managing, and responding to psychosocial hazards in the workplace.
The legislative changes have meant a material increase in fines (millions of dollars) and terms of imprisonment for not complying with work health and safety laws.
A psychosocial hazard can include anything in the workplace that could cause psychological harm or negatively impact someone’s mental health.
Marie Boland, Chief Executive Officer, Safe Work Australia explains that, “Under model work health and safety laws, psychosocial hazards and risks are treated the same as physical hazards and risks.”
Some common psychosocial hazards include:
Job demand (high workloads or excessive pressure)
Lack of role clarity (unclear job expectations or responsibilities)
Traumatic events or material (exposure to distressing incidents)
Remote or isolated work (working alone or in isolated locations)
Harassment, including sexual and gender-based harassment.
