In the modern workplace, the focus on health and safety extends far beyond physical risks. Psychosocial hazards, which pertain to the psychological and social aspects of the working environment, can significantly impact employees’ well-being and productivity. Since the introduction of ISO 45003, as well as various Codes of Practice and regulatory updates across Australia, many organisations have turned their focus towards better managing psychosocial risks through effective identification, assessment, and control. Additionally, regulators are building their own skills and knowledge in psychological health and safety, and we’re seeing increasing numbers of incidents and workers’ compensation claims relating to psychosocial factors.
Understanding Psychosocial Hazards
Psychosocial hazards are elements of work design, organisation, and management that can potentially cause psychological or social harm to employees. Unlike physical hazards, which are more tangible and easier to identify, psychosocial hazards can be subtle and pervasive, affecting employees’ mental health, job satisfaction, and overall well-being. These hazards can stem from various sources, including how work is organised, the social environment at work, and the physical work environment itself.
ISO 45003 organises these hazards into three main categories: how work is organised, social factors at work, and the work environment, equipment, and hazardous tasks. Other frameworks available, including Codes of Practice, organise these hazards differently, however ISO 45003 provides a robust overview.
Hazards Related to Work Organisation
The organisation of work significantly affects the psychosocial climate. Key factors include workload, work pace, role clarity, and job control.
- Workload and work pace: Excessive workloads, tight deadlines, and high-pressure environments can lead to stress and burnout. Employees may struggle to maintain work-life balance, negatively impacting their mental and physical health.
- Role clarity, job control and flexibility: Clear roles and job expectations are crucial. When employees are unsure of what is expected of them or face conflicting demands, it can lead to frustration and reduced productivity. Additionally, when employees have little say in how they perform their work, it can lead to feelings of helplessness and frustration. A lack of autonomy can contribute to stress and diminish job satisfaction. Also, inflexible or demanding work schedules can disrupt work-life balance, leading to stress.
- Job security: Concerns about job security, especially in times of organisational change or economic uncertainty, can create significant stress. Fear of layoffs or changes to employment conditions can erode employee morale and well-being.
Social Factors at Work
The social environment at work, including relationships, communication, and culture, also influences psychosocial risks.
- Interpersonal relationships and support: Positive relationships and support networks reduce stress, while poor relationships or bullying increase psychological harm. A lack of support from managers and colleagues can exacerbate the effects of workplace stressors. Employees who feel isolated or unsupported are more likely to experience anxiety, depression, and other mental health issues.
- Leadership, management style and communication: Leadership style impacts employee well-being. Autocratic or inconsistent leadership can cause anxiety. Poor communication can lead to misunderstandings, conflicts, and a lack of trust within teams. Effective communication is essential for building a positive workplace culture and preventing the escalation of psychosocial risks.
- Organisational culture: A culture that values well-being and work-life balance minimises psychosocial risks. Workplace harassment, bullying, and other forms of discrimination can have devastating effects on employees’ mental health. These behaviours create a toxic work environment that can lead to long-term psychological harm.
The Work Environment
The physical work environment can also contribute to psychosocial hazards, affecting mental well-being. While many organisations may focus on the physical implications of exposure to these hazards, there can also be a psychological impact to individuals that shouldn’t be overlooked, such as:
- Noise and distractions: Persistent noise and interruptions cause stress and hinder concentration.
- Ergonomics and workspace design: Poor ergonomics or cramped spaces can lead to frustration and stress.
- Safety and security: Security and the physical aspects of a workplace can cause anxiety if workers feel that they are working in an unsafe environment.
Please note, ISO 45003 provides greater detail and information about each of the different potential sources of psychosocial hazards in the workplace.
Different approaches to identifying psychosocial hazards
One of the critical differences in understanding and assessing psychosocial hazards when compared to physical hazards, is that they can have significantly different effects on different people due to several factors. These could include personal resilience, past experiences, and individual coping mechanisms. People with pre-existing mental health conditions, those who have experienced trauma, or individuals with limited social support may be more vulnerable to the negative effects of psychosocial risks. Additionally, differences in personality, cultural background, and even socioeconomic status can influence how stressors at work are perceived and managed. These varying levels of susceptibility mean that the same work environment can have significantly different impacts on different employees.
To address this, we’ve seen organisations split their workforce into individual cohorts and work groups to help understand the different worker profiles between, for example, administrative or corporate workers and the stresses they experience, versus field or operations staff who may be dealing with members of the public or working in remote or isolated environments. Understanding these differences in worker profiles, including hazard exposure, support systems, and the individuals within each work area, is critical.
In one example, we looked at an organisation’s different activities and processes, incident statistics and hazard reports, as well as case studies of other organisations that had experienced psychosocial incidents and identified two work groups that were at an increased risk of exposure to psychosocial hazards:
- Workers engaging with customers in a contact centre, often dealing with people experiencing difficult personal circumstances which meant they may become verbally aggressive (work group 1).
- Workers engaging directly with the public and landowners, needing entry into private property with unknown risk profiles and potential hazards, as well as potentially aggressive members of the public or landowners (work group 2)
Interestingly, through engagement with the work groups we found:
- Work group 2 experienced regular instances of aggression, particularly from landowners when requiring entry to properties, however would often not report these unless it was a significant situation as it was seen as “part of the job”. Despite this, the team’s management had implemented a series of processes to support their team, such as daily check ins where individuals could rank their current wellbeing on a score of 1 to 10, which would then inform their duties for the day. Many individuals within this work group also had prior experience in highly volatile work environments and had developed management strategies and mechanisms to recognise their own signs of psychological impairment or stress.
- There were limited processes in place to escalate or manage aggressive behaviours experienced by work group 1. Changes in work patterns meant more people were working remotely and unable to physically gesture to others in the team that they were experiencing a difficult interaction. Also, high turnover meant that many team members were new to the organisation and still learning some of the processes and systems in use.
This enabled us and the organisation to gain a better understanding of their risk exposure, the existing controls in place, and the reporting culture within higher risk areas of the organisation.
How to Identify Psychosocial Risks
As we’ve seen, identifying psychosocial risks requires a proactive and systematic approach. Here are some strategies that organisations can use:
- Conduct employee surveys: Regular employee surveys can provide valuable insights into the workplace culture and identify areas of concern. Questions should focus on job satisfaction, workload, support systems, and overall well-being.
- Determine the assessment criteria and methodology to use: Often, organisations will try to use their traditional risk assessment methods to assess psychosocial risks that looks at the potential consequence and likelihood of an event occurring. Using a multi-factor assessment methodology for psychosocial hazards that considers the duration of exposure, the frequency of exposure, and the severity of the exposure.
- Understand work groups: Review the different teams, functions, and processes of the organisation to understand the individual work groups that may be present, and the types of psychosocial hazards that may be present for each.
- Hold focus groups and interviews: Engaging employees in discussions about their experiences can reveal hidden issues. Focus groups and interviews allow employees to express concerns that may not be captured in surveys.
- Analyse workplace data: Review data related to absenteeism, turnover rates, and employee grievances. Patterns in this data can indicate underlying psychosocial risks that need to be addressed.
- Implement risk assessments: Incorporate psychosocial factors into regular workplace risk assessments. This process should involve identifying potential hazards, evaluating their impact, and developing strategies to mitigate them.
- Encourage open communication: Foster a culture of openness where employees feel comfortable discussing their concerns. Regular check-ins, feedback sessions, and anonymous reporting channels can help identify and address issues before they escalate.
- Monitor workplace changes: Pay close attention to changes in the workplace, such as reorganisations, new management, or shifts in workload. These changes can introduce new psychosocial risks or exacerbate existing ones.
Critically, it’s important to understand that psychosocial risks change and evolve regularly. It’s important for an organisation to continually monitor its different work groups and the types of hazards that they’re exposed to. Often, a change in a management or supervisory role is a significant change that will influence the psychosocial risk profile of an individual work group, and so its hazards should be reassessed.
Conclusion
Identifying and addressing psychosocial risks is not just a moral obligation; it’s also a strategic business decision. A workplace that prioritises psychological health and safety will benefit from increased employee engagement, productivity, and retention. By proactively identifying these risks and taking steps to mitigate them, organisations can create a work environment where employees thrive, contributing to the overall success and resilience of the business.
ISO 45003 provides a comprehensive framework for identifying and managing psychosocial hazards in the workplace. By examining how work is organised, the social factors at work, and the physical work environment, organisations can proactively address the psychosocial risks that can undermine employee well-being. Implementing the guidelines of ISO 45003 not only enhances the health and safety of employees but also fosters a more supportive, productive, and resilient workforce.
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