Avoiding psychosocial hazards: what every leader needs to know

Preventing psychosocial risks isn’t just about ending bullying and harassment – it’s also about considering the way a job is done, the way employees work together, and the overall work environment they are operating in.

WorkSafe is the leading authority on all things health and safety in NZ and has many resources that can help business owners prevent workplace safety hazards from becoming problems. A study conducted by WorkSafe in 2021 found that out of 3,612 workers surveyed, 35 per cent had been exposed to offensive behaviour within a 12-month period. Broken down this offensive behaviour included:

• Bullying: 23 per cent.
• Cyberbullying: 16 per cent.
• Threats of violence: 14 per cent.
• Sexual harassment: 11 per cent.
• Psychical violence: 11 per cent.

And while these numbers show bullying and harassment are cause for significant concern, they’re not the only thing employers need to be on the lookout for.

WorkSafe has outlined steps to help prevent psychosocial hazards, and we’ll go over the top four in this article.

What’s a psychosocial hazard?

According to WorkSafe, a psychosocial hazard is anything that could bring stress or negatively impact someone’s wellbeing while at work. ‘Psychosocial’ refers to the link  between the way a person thinks and behaves to their environment and social setting. Identifying these risks is about considering the way work, and the work environment impacts how individuals feel, think and act.

How do employers prevent psychosocial hazards

Step one: identify hazards

Workers may already be exposed to a combination of psychosocial risks. It’s essential to look at your business objectively to see if you can spot any potential hazards. One way to do this is by asking employees to raise any issues they may have through an anonymous survey to be able to identify hazards when they arise. Alternatively, you could ask the managers in your organisation for feedback and ask them to look out for warning signs.

According to WorkSafe, warning signs include:

• fast-paced or demanding work;
• exposure to traumatic events;
• effort and reward imbalance;
• consistent long hours;
• little rest or skipping lunch breaks;
• working alone or in remote or isolated places;
• unclear expectations;
• gossiping or withholding information;
• poor communication; and
• bullying and harassment.

The person conducting a business or undertaking (PCBUs) should also identify protective factors that can support mental well-being at work and reduce harm. These can include:

• clear feedback and clear expectations;
• manageable workload;
• rest and recuperation;
• resources and tools to support tasks;
• feeling heard, respected and included at work;
• work-life balance and flexible working;
• recognition of contribution; and
• learning and developing skills.

Step two: assess psychosocial risks

Once you’ve identified the risks, it’s time to assess them. PCBUs should carry out a risk assessment for each hazard they identify by splitting them into two components: the likelihood that it’ll happen and the consequence if it does happen.

Step three: manage the risk

The primary goal of PCBUs is to eliminate psychosocial risk factors. If this isn’t possible, psychosocial risk needs to be minimised so far as reasonably practicable using control measures. These control measures can include better planning of workloads, providing tools and training, providing an employee assistance program (EAP), and making fundamental changes – where possible, that will benefit employee well-being, like for example switching to flexible and hybrid working models. Each risk will need its own action plan and intervention.

Step four: review control measures

Control measures should be continually and regularly monitored to ensure they’re effective. You can do this by asking employees for their feedback directly, but also by measuring things like productivity, absenteeism, and sickness absences.

What does this mean for employers?

This article serves as a reminder for employers that preventing and managing psychosocial risks falls on them. With an increasing amount of attention on these types of hazards from the Employment Relations Authority and Courts, now is the time to get your house in order. A great place to start is to create or update your bullying and harassment policies and create processes for staff to raise concerns.

How can Citation HR help?

We know that employment law and compliance can be confusing, especially regarding the increasing focus on employee mental health.

If any of the information in this article has raised questions or concerns about mental health considerations, or if you have another workplace matter you need assistance with, please contact our employment relations experts via our HR Advice Line.

About our author

Jessica Husband is an Employment Relations and Health & Safety Consultant at Citation HR. She assists clients with a range of employment relations and compliance matters via the 24/7 HR Advice Line. She has been helping businesses and employers with employment relations for over four years.