Erratum
LAW REPORT
0 or too low ( e . g ., long idle periods where you can ’ t be engaged with tasks . or highly monotonous or repetitive work );
• low job control
0 little say or control over how you manage your times on job or on break , or having to ask permission to perform routine tasks ; 0 poor support 0 not getting enough support from supervisors or other workers to do your job well , such as not getting relevant information or not having access to equipment you need to do the job safely ;
• lack of role clarity
0 not being clearly briefed on your role and responsibilities or expectations ( e . g ., when two people are given the same task . or when reporting lines are unclear or conflicting , or when work expectations are unclear , such as when contradictory instructions are given );
• poor organisational change management
0 changes that are poorly planned because of poor timing , lack of communication or failure to consider how a change could affect WHS risks ;
• inadequate reward and recognition
0 inequity , where the recognition or reward doesn ’ t match the effort put in ( e . g ., not enough feedback , or some people receiving the rewards that others do ;
• poor organisational justice
0 inconsistency , unfairness , or discrimination in decisions ( e . g ., not taking into account a worker ’ s reasonable needs , revealing confidential information about a worker , or placing blame on workers who aren ’ t at fault );
• traumatic events or material
0 workers being exposed to traumatic events , such as a workplace incident or fatality , a natural disaster such as a bushfire , or supporting / counselling staff dealing with trauma or being exposed to extreme risks ;
• remote or isolated work
0 putting workers in places that impose long access or exit times , or where help would take a long time to arrive or working in isolation , after hours , or depending on unreliable technology , such as in an area devoid of mobile coverage ;
• impoverished or threatening physical environments
0 this goes beyond unsympathetic décor or chilly conditions first thing in the morning . It is more about working in uncomfortable conditions which make it hard to concentrate due to noise or temperature , having to wear poorly fitting PPE or equipment that doesn ’ t work as it should or being required to work in a hazardous environment , such as at heights ;
• harmful behaviours
0 workers being exposed to violence and aggression , or bullying or harassment on the basis of factors such as gender , race , disability , age , beliefs and culture , or generally to conflict in workplace relationships .
So , now that we know what is meant by psychosocial risks , what does a PCBU need to do ?
1 . Identify psychosocial hazards
You will need to identify which of these hazards are relevant or occurring . This can be done as you would identify any other hazard , by talking and listening to your workers , observing how they interact , inspecting your workplace and doing a survey of all workers . Looking at previous records such as absenteeism or staff turnover can help too . Look at how information is given , how the work is performed ( e . g ., are workers rushed , and whether they have all the equipment they need ). Look also at the workplace culture ( e . g ., whether inappropriate behaviour is tolerated ).
2 . Assess the risks
Once you have identified a hazard the next step is to assess the severity of the risks it presents . This involves looking at how serious the risk is , how likely it is to occur , and its duration if it does . It is a good idea to look at what controls are already in place .
3 . Control the risks
As with any other risks to health and safety , a PCBU must eliminate or minimise risks if it is reasonably practicable to do so . For example , a PCBU could have regular discussions about work expectations and deadlines , putting them in writing so that all parties are clear about them , have systems in place for escalating issues and getting support from managers , and establish fair and reasonable breaks and recovery times after a worker has been exposed to traumatic events .
4 . Review control measures
The final step outlined in the Code is to review the control measures regularly . Don ’ t just implement something and then forget about it . The PCBU must review regularly to ensure the Code is set up correctly and working as it should be . If it is not the process needs to start over .
Deal with all complaints promptly and make sure you take them seriously . Brushing them off won ’ t make them go away . Get started and make sure you are ready for when you need to comply .
For further information please see SafeWork in your home state . You will find the Code and may other resources to help make this process much easier .
Erratum
ATMS Education Symposium 2022 This article was published in JATMS , 2022 , 28 ( 4 ): 216 and omitted acknowledgement of the important contribution of author Airdre Grant . Authorship for this article has been corrected to : Peter Berryman , Kathleen Daniel , Sandra Grace , Airdre Grant , Natalie Hume , Brad McEwen and Chantel Ryan .
36 | vol29 | no1 | JATMS