Managing Psychosocial Risks in the Workplace: A Digital Guide
Modern work is changing fast. Consequently, firms now face new psychosocial risks like virtual overload and tech-facilitated harassment. How can HR teams effectively lead the way in managing psychosocial risks in the workplace?
Managing traditional office hazards like stress and low task control has long been a priority. Furthermore, the recent “Code of Practice” for managing psychosocial hazards at work has intensified this focus. However, rapid technological shifts mean today’s leaders encounter risks that their predecessors never faced.
Mass digitization and remote work can worsen familiar hazards. They create new avenues for harmful behavior. Therefore, employers must stay vigilant to protect their teams.
1. Workplace Technology-Facilitated Sexual Harassment (WTFSH)
Digital harassment is rising in Australian workplaces. In fact, a recent report shows one in seven Australians admit to using technology for workplace sexual harassment. This includes inappropriate messages, calls, and emails. Surprisingly, men (24 percent) reported this behavior more often than women (7 percent).
Alex Newman, Professor of Management at Melbourne Business School, suggests the real numbers may be higher. Monitoring this behavior is difficult due to privacy concerns. “Many organizations fear monitoring because of privacy issues,” Newman explains. As a result, tech-enabled harassment often occurs outside the traditional office.
To succeed in managing psychosocial risks in the workplace, Newman recommends targeted training. Employers should outline inappropriate digital behavior in detail. Additionally, they must create safe mechanisms for reporting digital harassment without fear of consequences.
2. Overcoming Digital Overload
Remote and hybrid work models have increased our reliance on digital tools. Unfortunately, this often leads to technology-induced stress. According to OpenText, 80 percent of Australian workers feel “information overload.” This is a significant jump from 60 percent in 2020.
Caroline Knight from the University of Queensland notes that constant screen time causes heavy “cognitive effort.” This leads to extreme fatigue. “The risk is that there’s no cutoff period,” she says. With the new “Right to Disconnect” laws, addressing this overload is now essential for managing psychosocial risks in the workplace.
HR should avoid excessive monitoring, as it increases stress. Instead, leaders should support flexible schedules that respect personal boundaries.
3. Reducing Workplace Loneliness
Digital tools keep us connected, yet nearly a third of Australians feel lonely. Loneliness significantly impacts health. Specifically, lonely individuals are far more likely to experience depression or chronic disease.
In hybrid settings, work relationships often stagnate. “It’s about more than just getting a task done,” says Knight. Without face-to-face “chit-chat,” employees may feel isolated. This disconnection makes it harder for staff to reach out for mental health support.
Effective managing psychosocial risks in the workplace requires building real human connections. Employers should actively facilitate social interaction, even for dispersed teams.
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