As workplace health and safety regulations continue to evolve, HR professionals find themselves at the forefront of managing psychosocial hazards.
The introduction of a Code of Practice to address psychosocial risks has necessitated a strategic approach to mental health, reshaping HR’s traditional role. As such, it is imperative for HR practitioners to carry out thorough psychosocial risk assessments in alignment with the new legislation.
01. Identify Stage: Consultation and Analysis Employee consultation serves as the foundation for assessing the risk of harm from psychosocial hazards. Starting with a psychological safety survey can provide insights into common psychological hazards, including workplace behaviour, job demands, role clarity, and other contributing factors. It’s essential to analyse both the day-to-day roles of employees and broader organisational issues to identify potential mental health risks. This involves evaluating the workforce structure, recruitment and retention processes, and the composition of the senior leadership team.
02. Assess Stage: Consider the Impact and Extent of the Risks During the assessment stage, it’s crucial to consider the duration, frequency, and severity of identified risks. This means examining how frequently the risks manifest, whether it’s during peak periods, due to specific managers, or in particular departments. Furthermore, understanding the nature of employees’ roles is essential, as different areas of the business may entail varying risks, necessitating distinct control measures.
03. Control Stage: Design an Action Plan and Obtain Leadership Buy-in Employers are obliged to eliminate or minimise risks to health and safety as far as reasonably practicable. This requires the prioritisation of control measures based on the severity and impact of the risks identified during the assessment stage. HR should develop action plans for each identified risk, addressing measures such as fatigue management plans or establishing maximum weekly work hours. Moreover, securing leadership buy-in is vital, supported by arguments such as the risk of serious harm or fatalities, the potential for safety prosecution, and the impact of unsafe work practices on productivity and profitability.
04. Review Stage: Continuous Monitoring and Improvement Control measure reviews should be conducted regularly according to Safe Work Australia. This includes ad-hoc reviews in response to changes in the workplace, new hasards, or feedback from health and safety representatives. Follow-up employee surveys and focus groups can provide valuable insight for continuous improvement. By involving different cohorts of employees, HR can proactively address emerging risks and integrate psychosocial safety into every aspect of the organisation’s operations.
In conclusion, HR’s expanding role in workplace health and safety necessitates a comprehensive approach to psychosocial risk assessment. By integrating these expert tips and best practices, HR practitioners can effectively navigate the evolving landscape of workplace mental health, ensuring the well-being of employees and the organisation as a whole.
Disclaimer: The information provided in this blog was accurate at the time of writing and is intended as general advice. For specific advice, please call AHR on 1800 577 515.
