Topic 3 – Management of Psychosocial Hazards

Lesson 1 – Topic 3: Management of Psychosocial Hazards

The management of psychosocial hazards is very similar to managing physical hazards and can adopt the same 4 step process as used for physical hazards which is:

• • • • Step 1 Identify psychosocial hazards
      • Step 2 Assess and prioritise the psychosocial hazards and risks
      • Step 3 Control psychosocial hazards and risks
      • Step 4 Maintain and review the effectiveness of implemented controls

Before diving in though, you should plan your activities well.  For example consider the following:

• • • • Goals and objectives of the program
        
      • Who will be involved
      • What training will need to be provided
      • How to maintain confidentiality
      • What resources do you need
      • A corrective action and corrective action review process
      • What communication / consultation process will you use
        

So let’s have a look at each step of the risk management process in more detail.

Step 1 – Identify psychosocial hazards

To identify these hazards consider the aspects of work and situations that could potentially harm people.  For instance consider:

• • • The work environment,
    • Workplace culture,
    • Interactions and behaviours of people,
    • Design of your management structure,
    • Job design,
    • Work load
    • organizational changes that may lead to psychosocial hazards. 

Observing and talking to workers will provide valuable insights here.  Be aware that cultural differences may exist between work teams such as shifts or even departments.

To collect data regarding psychosocial hazards you can make use of tools such as surveys, exit interviews and consultation processes but you should also look at issues such as absenteeism, complaints, morale and worker attitudes.

Valuable data can be collected which will set you on the path of creating a kinder and more productive workplace.  Kind workplaces are good for business.

Step 2 – Assess and prioritise the psychosocial hazards and risks

A risk assessment will help you determine how serious a risk is and what level of priority it should be given.  There are many risk assessment matrices available that are traditionally used for physical hazards.  These matrices can be used for assessing psychosocial hazards as well.

You should carry out a risk assessment if you are unclear about the level of risk involved or whenever changes are introduced in the workplace that may impact on the effectiveness of existing controls.
Like with all risk assessments, you should take into account existing workplace conditions as well as reasonable foreseeable conditions.

Risk assessments are not a “one off” activity. They ought to be part of your continuous improvement process.

So what factors can be taken into account during as risk assessment?  To assess psychosocial risk, determine both the consequence a hazard may cause harm AND the likelihood a hazard may cause harm.

A lot of focus should be on those hazards that are severe or those that can impact a large number of people.

Ensure you fully understand each aspect of the tasks workers are required to carry out including who may be affected, where they are and the potential duration of exposure.
For new or high risk tasks, a detailed task analysis should be carried out. 
Once you have a clear understanding of the tasks you can then consider the likelihood of workers getting exposed and the possible consequences or severity of harm should they be exposed.  You should also determine the effectiveness of existing controls, if any.

The risk assessment matrix will then indicate an overall risk level of the hazard which will help you prioritise corrective or preventative action.

As a general rule, affected workers must be consulted as part of the risk assessment process.

To help improve the accuracy of the risk assessment process, you should separately consider risks that are:

1. 1. 1. Unlikely but potentially very serious and
      2. Risks that are likely, but with potentially less serious consequences.

By assessing these two groups separate, you will help achieve that each group is given the appropriate level of importance.

Step 3 – Control psychosocial hazards and risks

Every business is different. Risk controls should be tailored to the nature of your business. As with physical risks, there may be a number of controls that need to be implemented to effectively control psychosocial risks.

So what considerations and processes can you use to select appropriate risk controls?

First of all, all controls must be arrived at using the wellknown and legally required process of the Hierarchy of Control. The Hierarchy of Control consists of 6 considerations with regards to how to correct hazards.

Although not always possible to implement, the first consideration must be the elimination of the hazard so far as is reasonably practicable.
You must consider the following steps from the top down:

Hierarchy of Control

1. 1. 1. 1. Eliminate the hazard if reasonably practicable
            
         2. Substitution of the hazard with a less dangerous one
         3. Isolation of the hazard from the person
         4. Engineering means such as noise barriers, ergonomic equipment etc.
         5. Administrative means such as procedures, training, supervision and instructions
         6. Personal Protective Equipment (PPE) such as hearing protection, gloves etc.

All hazard controls must be, by law, identified through the use of the above 6 steps, from the top down. 

Other valuable processes include:

• • Good Work Design
    ‘Good work’ means a healthy and safe workplace where the hazards and risks are eliminated or minimised so far as is reasonably practicable. “Good work” is also where the work design optimises human performance, job satisfaction and productivity. 
    Good work design considers;
    The work itself such as task details, context of work and systems of work.
    The physical work environment including plant, equipment, materials, substances, vehicles, buildings and structures
    The workers themselves including physical, mental and emotional capacities and needs
  • Provide and Maintain Safe Systems of Work
    Safe systems of work are organizational policies and procedures. They may include rostering arrangements, working hours, task rotation, standards for workplace behaviours etc. These systems of work must be developed and regularly reviewed in consultation with workers who are affected by these.
  • Provision of Information, Training, Instruction, Supervision
    There is a legal requirement on the PCBU to provide adequate information, training, instruction and supervision delivered by competent persons, to all workers.  This requirement relates to issues such as the nature of the work, the psychosocial hazards and risks, control measures and reporting and responding to risks.  And of course, the PCBU must ensure that all information, training and instruction is readily understood by any person it is provided to.
  • Ensure Reasonable adjustment for individual workers
    Duty holders may also need to make reasonable adjustments to work design to accommodate any special needs that individual workers may require. For example a worker with a disability or returning to work after an injury.
    Other requirements such as Anti discrimination and privacy laws may also need to be considered.
  • Controlling residual risks
    When implementing controls, a determination should be made with regards to any residual risks that may still be present. These residual risks could rated from Adequately controlled through to Uncontrolled. Anything less than “adequately controlled” requires further action to reduce the risk further.
  • Implement and maintain effective controls
    All controls must be supported with procedures, information, training, instructions and supervision and be regularly reviewed for their effectiveness in consultation with affected workers.

Step 4 – Proactively maintain, monitor and review the effectiveness of controls.

As workplaces change, implemented controls need to be reviewed regularly to ensure they remain suitable, are being used and stay effective over time.  Affected workers must be consulted throughout the risk management process.

Managers and supervisors should be provided with the accountability, authority, responsibility and resources to implement and maintain controls.  These should be clearly communicated.  The risk management process should be documented.