CODE OF PRACTICE MANAGING PSYCHOSOCIAL HAZARDS AT WORK SAFEWORK NSW MAY 2021 This Code of Practice has been developed by SafeWork NSW and has been approved under section 274 of the NSW Work Health and Safety Act 2011. The code commenced on the date of gazettal on 28th May 2021. ISBN 978-0-642-33297-4 [PDF] ISBN 978-0-642-33298-1 [RTF]

Copyright Information © State of New South Wales You may copy, distribute, display, download and otherwise freely deal with this publication for any purpose provided that you attribute the Department of Customer Service as the owner. This publication is licensed under the Creative Commons Attribution 4.0 licence. For more information, visit www.nsw.gov.au/copyright. CONTENTS

Foreword 4 3.4 Step Three: Control psychosocial hazards and risks 21 Scope and application 4 Eliminate or minimise risk through good How to use this Code of Practice and work design 21 key terms 4 Safe systems of work 21 1. Introduction 6 Information, training, instruction or 1.1 What are the common psychosocial supervision 22 hazards at work? 6 Reasonable adjustments for individual 1.2 Individual factors 9 workers 22 2. Who has duties to manage psychosocial Controlling residual risks 22 hazards at work? 10 Implementing controls 23 2.1 Persons conducting a business or undertaking 10 3.5 Step Four: Proactively implement, maintain, monitor and review the Primary duty of care 10 effectiveness of controls 23

Duty to consult workers 11 4. Responding to a report of a psychosocial Multiple duty holders 11 risk or incident 24 Duties cannot be transferred 12 4.1 Investigating a psychosocial incident 24 2.2 An Officer of a PCBU 13 Notifiable incident 25 2.3 Workers of the PCBU 14 4.2 Keeping a record of the risk management process and outcomes 25 2.4 Other persons at the workplace 14 5. Supporting a safe return to work after a 3. What is involved in managing work-related harm 26 psychosocial hazards at work? 15 Appendices 27 3.1 Essential elements of an effective systematic risk management process 15 Appendix A. Example scenarios for managing psychosocial hazards and risks at work 28 Leadership and management commitment 15 Scenario 1. Health Care 28 Consulting workers 15 Scenario 2. School 29 Consulting those in your supply chains 16 Scenario 3. Government call centre 30 Adequate planning 16 Scenario 4. Construction company 31 3.2 Step One: Identify the psychosocial hazards 16 Scenario 5. Small consulting firm 32 Systematically collecting and reviewing Scenario 6. Retail store 33 available information and data 17 Scenario 7. Private health care provider 34 Observe and talk to workers about work Scenario 8. Manufacturing business 35 activities 18 Scenario 9. Very small trucking company 36 3.3 Step Two: Assess and prioritise the psychosocial hazards and risks 20 Scenario 10. Mining workplace 37 Determine the psychosocial risk 20 Appendix B. Example of a Risk Register 38 FOREWORD

This code of practice on how to manage SCOPE AND APPLICATION psychosocial hazards at work is an approved code of practice under section 274 of the New This code is intended to be read by persons South Wales Work Health and Safety Act 2011 conducting a business or undertaking (PCBU) (WHS Act). and those who have duties under the WHS Act. It provides practical guidance on the process An approved code of practice provides practical a PCBU could use to identify and to manage guidance on how to achieve compliance with the psychosocial hazards at work. You should use work health and safety standards required under this code of practice if you have functions or the WHS Act and the Work Health and Safety responsibilities that involve managing, so far as is Regulation (WHS Regulation), including effective reasonably practicable, exposure to psychosocial ways to identify and manage risks. hazards and risks to psychological and physical A code of practice applies to anyone who has a health and safety at work. duty of care in the circumstances described in The code may also be a useful reference for the code of practice. In most cases, following an other persons interested in complying with the approved code of practice will assist the duty duties under the WHS Act and WHS Regulation. holder in achieving compliance with the health Examples in this code identify actions a PCBU, and safety duties in the WHS Act and WHS an officer of a PCBU, a worker, or other persons Regulation concerning the code’s subject matter. should take, but which by themselves may not Like regulations, codes of practice tend to deal be sufficient to fulfil a PCBU’s obligations or a with particular risks, and do not cover all hazards worker’s or other person’s responsibility under or risks that may arise. The health and safety WHS legislation. duties require duty holders to consider all risks This code applies to all work and workplaces associated with work, not only those for which covered by the WHS Act. Throughout this code, regulations and codes of practice exist. the reasonably practicable limitation under Codes of practice are admissible in court section 18 of the WHS Act applies to the general proceedings under the WHS Act and the WHS duty. Regulation. Courts may regard a code of practice as evidence of what is known about a hazard, HOW TO USE THIS CODE OF risk or control and may rely on the code in determining what is reasonably practicable in PRACTICE AND KEY TERMS the circumstances to which the code relates. For This code includes references to requirements further information, see Safe Work Australia How under the WHS Act and WHS Regulation. These to determine what is reasonably practicable to are included for convenience only and should not meet a Health and Safety Duty. be relied on in place of the full text of the WHS Compliance with the WHS Act and WHS Act or WHS Regulation. Codes of practice do not Regulation may be achieved by following another create new WHS duties, nor do they extend any method if this achieves an equivalent or higher existing duties, but rather explain how to meet standard of safety than set out in this code. those duties. An inspector may refer to an approved code The words ‘must’ or ‘require’ indicates that of practice when issuing an improvement or a legal requirement exists and must be met, prohibition notice. ‘should’ indicates a recommended course of action, and ‘may’ an optional course of action. This code’s advice covers the prevention of exposure to psychosocial hazards at work, which may create psychological or physical health and safety risks.

4 SAFEWORK NSW A duty holder means any person who owes a duty under the WHS Act, including a PCBU with management and control of a business, or a designer, manufacturer, importer, supplier, installer of products or plant used at work (upstream duty holder), or officer or a worker. A worker means any person who carries out work for a PCBU, including work as an employee, contractor or subcontractor (or their employee), self-employed person, outworker, apprentice or trainee, work experience student, an employee of a labour-hire company placed with a ‘host PCBU’, or a volunteer. Managers and supervisors are also workers. A PCBU also owes a duty of care to persons other than their workers whose health or safety may be put at risk – that is, to any person who may be affected by the business operations such as visitors, customers or members of the public. A workplace means any place where work is carried out for a business or undertaking, or where a worker goes, or is likely to be, while at work. Work health and safety (WHS) hazards are anything that can cause harm. Risk means the possibility of harm (death, injury or illness) which might occur if a worker is exposed to a hazard. Control measures (controls) are actions taken to eliminate or minimise WHS hazards and risks.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 5 1. INTRODUCTION

The WHS Act defines ‘health’ as including both • organisational context to work (e.g. economic physical and psychological health. A PCBU has pressures, type and size of the business, a primary duty to ensure, so far as is reasonably organisational structure and culture, practicable, the health and safety of workers environmental conditions, technologies, and and also to ensure that other persons are not business activities, products and services, put at risk from work carried out arising from the supply chains and contractual arrangements, business or undertaking. workers’ skills and attributes and workplace relationships) and When psychosocial hazards and risks at work are not effectively managed, this may increase • content of the work (workload, workers’ roles, the risk of work-related psychological and responsibilities and activities required to physical injuries, incidents and errors. Therefore, deliver the product or service). it may be helpful when assessing the risk of Some hazards by themselves have the potential musculoskeletal and traumatic injury to consider to cause serious harm, such as experiencing the psychosocial hazards and risks and controls occupational violence. In most circumstances, noted in the code. hazards will not occur alone but together Ensuring a systematic process to manage with a range of psychosocial and physical psychosocial hazards and risks will help hazards. As part of the risk assessment process the PCBU and duty holder meet their the frequency and duration of exposure to WHS responsibilities. It will also decrease psychosocial hazards will need to be considered. organisational disruptions and costs resulting The more psychosocial hazards that are present, from work-related harm and may improve WHS the more likely there is for harm to occur. and broader organisational performance and Some of the most common psychosocial hazards productivity. are noted in Table 1. There may be hazards not relevant to your work or relevant to your work 1.1 WHAT ARE THE COMMON but not included. These will be identified through your hazard and risk identification process. PSYCHOSOCIAL HAZARDS AT WORK? Psychosocial hazards at work are aspects of work and situations that may cause a stress response which in turn can lead to psychological or physical harm. These stem from: • the way the tasks or job are designed, organised, managed and supervised • tasks or jobs where there are inherent psychosocial hazards and risks • the equipment, working environment or requirements to undertake duties in physically hazardous environments, and • social factors at work, workplace relationships and social interactions. Psychosocial hazards and the appropriate controls will vary for every workplace and sometimes between groups of workers depending on the:

6 SAFEWORK NSW Table 1 Common psychosocial hazards

Hazard Example Role overload (high For example, where there is: workloads or job • too much to do in a set time or with insufficient workers or other resources demands) • unachievable task deadlines, expectations or responsibilities • unpredictable shifts or hours of work, shift structures or rosters that do not allow adequate time for workers to recover • frequent cognitively difficult work • multiple tasks that require repeated rapid switching between each to complete them, so it is difficult to concentrate • where there is sustained or frequent exposure to emotionally distressing situations • tasks that require workers to continually show false displays of emotion, e.g. customer service roles • tasks and decisions that are safety critical and that may have a serious impact on the health and safety of workers and others.

Role underload (low Where there is sustained low effort required, for example: workloads or job • tasks or jobs where there is routinely too little to do demands) • highly repetitive or monotonous work (like picking and packing products, monitoring production lines).

Exposure to Where workers provide care to those experiencing a traumatic event or listen to, traumatic events view, or read detailed descriptions of harrowing and traumatic events experienced by others. For example: • emergency responders or health care workers • rape crisis and child protection workers, officers of the court, lawyers or immigration officers etc • experiencing, witnessing, or investigating a serious near miss, injury or workplace fatality.

Role conflict or lack For example, where there are: of role clarity • conflicting priorities within roles (e.g. providing ‘good customer service’, but with insufficient time allowed to spend with customers) • uncertainty around roles, tenure, tasks and work schedules and standards (frequent changes, lack of clear explanations to role or tasks, important task-related information/training is not available, or not providing a clear performance agreement or reporting requirements).

Low job control For example, where workers: • have little control over how they do their work, when they can change tasks or take breaks • are not involved in decisions that affect their work or clients • are unable to speak up about WHS, and the way work is done. Note: Where the safety or quality requirements need to be strictly prescribed, there is likely to be more limited opportunities for worker input into decision making, however workers must still be consulted.

Conflict or For example, where there are: poor workplace • frequent disagreements about how work should be done relationships • frequent interpersonal workplace conflict between workers • harmful workplace behaviours. and their supervisors Conflict can be stressful, especially where the consequences of miscommunication and managers and can lead to additional time pressures or serious errors. Conflict can escalate if it co-workers is not dealt with promptly and fairly and if steps are not taken to address poor, unacceptable or harmful behaviours.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 7 Hazard Example Poor support from For example, where there is: supervisors and • inadequate information, advice and help with work tasks or to resolve issues, or managers access to necessary equipment and resources • performance feedback or other management action which is unreasonable or delivered in an unreasonable manner. See also clarification on reasonable management action on page 9.

Poor co-worker For example, where there is: support • inadequate information, advice and help to complete tasks, and support for work-related matters from co-workers.

Workplace violence Including, by workers, clients, patients, visitors or others. For example, see Safe Work Australia Guide: Preventing workplace violence and aggression; and Workplace violence and aggression – guidance for small business, and Workplace violence and aggression – advice for workers.

Bullying Incidents of bullying by workers, clients, patients, visitors or others. For example, see SafeWork Australia: Guide for preventing and responding to workplace bullying, and Dealing with workplace bullying - a worker’s guide.

Harassment Single or repeated incidents of forms of harassment by co-workers, clients, including sexual patients, visitors or others around a person’s race, religion, gender, age, disability harassment etc. For example see information from Safe Work Australia: Guide: Preventing workplace sexual harassment and Preventing workplace sexual harassment - guidance for small business and Workplace sexual harassment – advice for workers.

Inadequate reward For example, where: and recognition • workers’ efforts are not recognised • there aren’t reasonable opportunities for skills development and fair career advancement.

Hazardous Where there is exposure to hazardous physical working environments to the extent physical working that it evokes a physiological or stress response. For example, due to concerns environments about exposure to biological or chemical agents where there is inadequate personal protective equipment (PPE).

Remote or isolated Arising from the location, time or the nature of the job. For example: work • where there is limited access to other people, reliable communication or technology to get physical and emotional support, if required • working alone or in other peoples’ homes if accessing help, especially in an emergency, is difficult (such as, where there is potential exposure to violent or aggressive behaviour).

Poor procedural Where there are absent or inadequate, unfair or inconsistent application of the justice (processes processes, for example: for making • applying organisational policies or procedures (for example, fair access to decisions) preferred shifts or overtime) • allocating work and resources, or • managing job performance.

Poor organisational For example, where there is: change consultation • poor consultation or communication with other relevant duty holders or affected workers about significant changes • insufficient consideration of the impact of changes on WHS and performance • poor practical support for affected workers during change implementation.

8 SAFEWORK NSW If inappropriate or harmful workplace relationships 1.2 INDIVIDUAL FACTORS and behaviours are identified, the PCBU should record these as psychosocial hazards and While the psychosocial hazards outlined above investigate work-related contributing causes. In influence the likelihood and severity of harm, some circumstances, poor workplace behaviours there may be individual differences in how may be an inappropriate response to high job people perceive and respond to the same demands or inadequate support (e.g. excessive psychosocial hazards, just as there are with time pressures, lack of role clarity or inadequate physical hazards. training and skills). To effectively control risks, When managing psychosocial hazards, the PCBU duty holders will need to eliminate or minimise the should take into account tasks and activities underlying causes as well as directly addressing that may increase risks to particular groups, for unacceptable or harmful behaviours. example, workers: • who are younger, in training, older, or who are REASONABLE MANAGEMENT ACTION new to the organisation or doing those tasks Managing psychosocial hazards and risks • with diverse language, literacy, numeracy, or may require decisions that may be perceived cultural backgrounds, or as causing stress and therefore a WHS • who have experienced work-related injury, risk. However, reasonable management illness or previous exposure to a traumatic action, when carried out lawfully and in a event. reasonable way, may be uncomfortable or distressing to some, but is a legitimate way The PCBU’s risk management process should: for managers and supervisors to: • identify reasonably foreseeable risks for these workers – lead, direct and control how work is done • ensure risk controls take these workers’ needs into account, and – give feedback and manage • ensure a fair and transparent process, so performance, including around workplace behavioural standards are known inappropriate or harmful workplace and upheld, including reminding all workers behaviours of their legal duty not to cause harm through – deal with differences of opinion and their behaviours to others or themselves while disagreements, or/and at work. – recruit, assign, transfer, implement By talking to your workers, including those from disciplinary action or terminate at-risk groups, you can decide if they may need employment. additional support to be healthy and safe at For more information refer to Fair Work work. Commission guidance material What does Where non-work-related factors, for example, ‘reasonable management action carried out a worker’s personal circumstances or mental in a reasonable manner’ mean? or physical health status may increase their risk of harm at work, the PCBU is required to make reasonable adjustments under the Disability Discrimination Act 1992.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 9 2. WHO HAS DUTIES TO MANAGE PSYCHOSOCIAL HAZARDS AT WORK?

Everyone involved in the workplace has health Examples of what the PCBU is required to do to and safety duties when carrying out the work; manage psychosocial hazards include ensuring this includes PCBUs and other duty holders. the provision and maintenance of: • safe systems of work 2.1 PERSONS CONDUCTING • a safe working environment A BUSINESS OR • the safe use, handling, and storage of plant, UNDERTAKING structures and substances • adequate access to welfare facilities at work Primary duty of care • necessary information, training, instruction or supervision of workers, and

WHS Act 2011 s19(1) Primary duty of care to • the health of workers and the conditions at workers the workplace are monitored to ensure any risks remain adequately controlled. WHS Act 2011 s19(2) Primary duty of care to others OUTSOURCING, CONTRACTING, PARTNER AND PROCUREMENT A PCBU has the primary duty to ensure, so far as ARRANGEMENTS is reasonably practicable, the health (including psychological health) and safety of each Outsourcing, contracting, partner and worker who is engaged, caused to be engaged, procurement arrangements will affect how influenced or directed by the PCBU while the work is done and may create psychosocial worker is at work in the business or undertaking. hazards for workers in organisations involved This means that the PCBU must ensure that in this supply chain and others such as psychosocial hazards at work are effectively contractors or suppliers. The PCBUs must managed by first trying to eliminate psychosocial ensure, so far as is reasonably practicable, hazards, and only if that is not reasonably that their own workers and others health and practicable, then by minimising the remaining safety, such as suppliers and contractors are risks so far as is reasonably practicable. The not put at risk by the arrangements. PCBU’s duty to workers includes ensuring the Duty holders affected by the outsourcing, health and safety of workers from harmful acts contracting and procurement must be from third parties, such as clients, patients consulted on clear arrangements made on or their families, and students in educational how the shared duty to protect and promote institutions. the health, safety and well-being of workers The PCBU must also ensure, so far as is reasonably will be managed by each duty holder. practicable, that the health and safety of any person who is not one of the PCBU’s workers is not put at risk from work carried out as part of the WHS Act 2011 s17 Management of risks conduct of the business or undertaking. WHS Act 2011 s18 Reasonably Practicable

WHS Act 2011 s19(3) What is required to fulfil the primary duty of care

10 SAFEWORK NSW The PCBU’s duty in section 17 of the WHS Act is to take measures to eliminate the risk; and if WHS Act 2011 s68 Powers and functions of this is not ‘reasonably practicable’, to minimise health and safety representatives the risks ‘so far as is reasonably practicable’. In working out what is ‘reasonably practicable’, the A HSR should: PCBU must take into account and weigh up all relevant matters, including • undertake training on psychosocial hazards and risks, their duties and risk management, • the likelihood of the psychosocial hazard or and risk occurring • talk to workers they are representing about • the degree of harm that might result from the any psychosocial hazards and work-related hazard or risk risks and monitor actions taken to address • the availability and suitability of ways to concerns, and eliminate the hazard or risk • raise concerns about psychosocial hazards • what the PCBU knows or ought reasonably and risks in relevant meetings with the PCBU to know about the hazard or risk and ways of and provide feedback to the affected workers eliminating or minimising the risk. whilst protecting privacy and confidentiality Once these factors have been weighed up, the where required. PCBU may consider the cost of the measures to eliminate (or minimise) the risk – but a Multiple duty holders measure is only considered not reasonably The nature of the work being undertaken may practicable if the cost of implementing it is mean that more than one PCBU may have grossly disproportionate to the risk e.g. the cost duties to manage the psychosocial hazards. For of engineering changes to plant will be high and example, PCBUs: there is only a slight risk of minor sprains. • who are carrying out work on the same site Duty to consult workers (e.g. where work schedules and deliveries need to be coordinated so as not to create unreasonable time pressures or ensure safe site WHS Act 2011 s47 Duty to consult workers access, or where visiting care workers need to WHS Act 2011 Part 5 Consultation, know if a client’s behaviour may be a risk) representation and participation • who together deliver a service (e.g. government agencies who establish the All PCBUs have a duty to consult, as far as is systems and policies that affect the work reasonably practicable, with all workers who activities of others), or carry out work for the business or undertaking • have management or control of a workplace and who are likely to be directly affected where other PCBUs and their workers are by a health and safety matter. In particular, working. consultation is required when the PCBU is conducting risk management activities as WHS Act 2011 s46 Duty to consult with other required by its section 19 duty, and when it duty holders proposes any changes that might affect the health and safety of workers. PCBUs’ other obligations include negotiating with workers to All persons with a duty under the WHS Act must establish work groups; facilitating the election consult, cooperate and coordinate with other of health and safety representatives (HSRs) for persons who owe a duty in relation to the same those work groups; allowing choice of course and matter. For example, in managing psychosocial paying for HSRs to attend an approved course(s) hazards and risks a PCBU will need to consult, of WHS training; conferring and consulting cooperate and coordinate activities with partner with HSRs; and providing them with reasonably organisations, suppliers, sub-contractors, necessary resources, facilities and assistance. building managers or workers.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 11 Duties cannot be transferred EXAMPLES OF HOW TO DO THIS:

WHS Act 2011 s14 Duties not transferable A PCBU should ensure that their approach WHS Act 2011 s272 No contracting out to systematic work health and safety management is effective by: – identifying psychosocial hazards present A PCBU cannot transfer or delegate any of its in their workplace—for example through duties to another person. Nor can the PCBU worker consultation and considering contract out their health and safety duties, but organisational experience, data and they can consult, cooperate and coordinate with surveys other PCBUs to do the things that will assist them in meeting their duties. – eliminating psychosocial hazards or minimising psychosocial risk by redesigning the work with safer WHS Act 2011 s16 Each duty holder must comply alternatives – providing safe systems of work by Where two or more PCBUs have the same managing how, where and when work duty, each must comply with that duty, even if is done, as well as who is involved in another duty holder has the same duty. Their performing the work, so the tasks and requirement to discharge this duty is, however, work are safe limited by the extent to which they can influence and control the matter. – providing relevant information, training, instruction and/or supervision for Consulting, cooperating and coordinating workers on how to do the work safely activities with other duty holders in your and well, appropriate to their roles contractual networks, including supply chains, and responsibilities in the workplace will help address WHS risks that often occur (including to those responsible for when: managing or supervising the work of • there is a lack of understanding of how the others) activities of each person may create risks for – ensuring where required, actions are others implemented early, and monitoring • duty holders assume someone else is taking occurs of the work environment, care of the health and safety matter processes and workers’ health to prevent • the person who takes action is not the best the onset of work-related psychological person to do so. or physical injury or illness. When duty holders within a supply chain act cooperatively, they can implement more effective controls than when acting alone. The PCBU’s goal to produce a product or provide, for example, a particular model of patient care, achieve particular educational WHS Act 2011 s15 A person can hold more than one duty outcomes for students, or a focus on customer service, cannot override the duty that the WHS Act 2011 places on the PCBU A PCBU can also have multiple duties, for to ensure, so far as is reasonably practicable, example, if they carry out work for another the WHS of their workers and others. PCBU as a subcontractor, as a PCBU they hold the primary duty of care, the duty to consult workers, and the duty to consult, cooperate and coordinate, and they must also comply with the duties of a worker noted below.

12 SAFEWORK NSW 2.2 AN OFFICER OF A PCBU EXAMPLES OF HOW TO DO THIS: An Officer WHS Act 2011 s27 Duty of officers – understands what their and others’ WHS duties are, such as the PCBU’s Officers, such as company directors, senior primary duty of care and requirement to managers and executives of government consult affected workers agencies, have an immediate, positive and proactive duty to exercise due diligence to – keeps up to date on WHS in their ensure the PCBU complies with the WHS Act and business, and industry, including WHS Regulation. on new and emerging issues, by attending information sessions such Each officer of the PCBU must separately take as conferences, reading relevant reasonable steps to meet their due diligence publications and journals, and obligations concerning psychosocial hazards to requesting and reading internal health and safety. This means an officer must, information and reports for example: – understands the operations of their • understand their WHS legal duties organisation, knows what the common • understand the nature of the PCBU’s psychosocial hazards are in their operations and the hazards and risks organisation, and actively gathers their associated with those operations own information about the hazards in • have a method to stay up to date on WHS their organisation matters of their organisation including – refers to what the guidance says about psychosocial hazards managing psychosocial hazards at work • ensure the PCBU is allocating the financial – checks that their organisation’s and human resources and is developing the approach to systematic work health and systematic health and safety management safety management has appropriate processes required to eliminate or minimise processes to manage known and psychosocial risk so far as is reasonably emerging psychosocial hazards, is practicable; and allocating enough resources to manage • take active measures to ensure that the above these, and has effective consultation, processes have occurred and are effective. coordination and cooperation This duty requires officers to actively seek out processes. For example, periodically relevant knowledge and understanding to make visits sites to talk with workers and a decision or take action. In some circumstances, supervisors about hazards that may mean they need to rely on others’ – checks the approach to systematic work information. Where this is the case, they should health and safety management and key verify the credibility and appropriateness of the performance indicators are appropriate, sources of information. seeks out their own information on the organisation’s work health and safety performance, and insists that reports are provided to them promptly and their feedback actioned – takes active measures to ensure that the PCBU is complying with its duties rather than waiting for information to be provided, for example, requesting information on risk assessments and incident notifications.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 13 2.3 WORKERS OF THE PCBU 2.4 OTHER PERSONS AT THE WORKPLACE WHS Act 2011 s28 Duties of workers WHS Act 2011 s29 Duties of other persons at the While at work, workers must: workplace • take reasonable care for their own work health and safety Other persons at the workplace, for example, • ensure their actions or lack of action does not clients, suppliers, visitors must: harm others, and • take reasonable care for their own health and • follow reasonable health and safety safety instructions, policies or procedures. If workers • take reasonable care that their actions or believe these are not adequate, they should lack of action do not harm others’ health and provide this feedback, in a reasonable way, to safety, and their supervisor or HSR(s). • comply with any reasonable instruction given by the PCBU to allow the PCBU to comply EXAMPLES OF HOW TO DO THIS: with their WHS obligations. A Worker – takes responsibility for their own work EXAMPLES OF HOW TO DO THIS: health and safety, e.g. follows the Visitors and others to a workplace, safe work systems and lets their including suppliers and contractors supervisor or HSR know if they need – are courteous and respectful of others additional support when visiting worksites – behaves fairly and reasonably when – follow the site’s safe work procedures working with others, e.g. are courteous and ask if they are not sure about these and follows the organisation’s policies and how to do the work safely. and procedures including those to manage the risk of bullying and PCBUs requiring deliveries to workplaces harassment do not make unreasonable demands around delivery schedules and conditions. – asks supervisors or experienced workers if not sure about something or how to Principal contractors set reasonable do the work safely or well demands for others, for example around delivery schedules and conditions. – promptly reports to their supervisor or HSR(s) if psychosocial hazards are present or if existing control measures seem inadequate (to enable the PCBU to take appropriate actions to minimise the risks and if required, make reasonable adjustments) and – follows the organisation’s psychosocial health and safety policies and procedures, and standards of behaviour.

14 SAFEWORK NSW 3. WHAT IS INVOLVED IN MANAGING PSYCHOSOCIAL HAZARDS AT WORK?

A PCBU must eliminate psychosocial hazards 2. the role of leaders and managers (including and manage risks to health and safety arising human resources and WHS managers) to from work so far as is reasonably practicable. As assist the PCBU and officer(s) meet their is required for any other hazard, the systematic WHS duties four-step process described in the NSW code of 3. systematic WHS management, including on practice How to manage work health and safety psychosocial matters, and risks should be applied to address psychosocial hazards. The four steps are noted in the 4. the business case for WHS, including why diagram below. managing psychosocial risks is a concern to your organisation. Figure 1: The risk management process Consulting workers Consultation involves sharing information, giving affected workers and others reasonable opportunities to express views, taking those views into account before making decisions on WHS matters, and advising workers of the consultation’s outcomes in a timely and appropriate manner. A PCBU must consult, at each step of the risk management process, workers who carry out work for them and who are or likely to be affected by a matter and their HSR(s). Consultation should occur as early as possible on: • new policies, procedures and systems of work • organisational restructures, new reporting arrangements and work locations • changes to tasks, duties, and working arrangements, including rosters • new technology, plant, equipment and 3.1 ESSENTIAL ELEMENTS OF production processes, or AN EFFECTIVE SYSTEMATIC • the redesign of existing workplaces. RISK MANAGEMENT The consultation processes should suit the PROCESS organisation’s needs and the reasonable needs and expectations of affected workers and take Leadership and management reasonable steps where required to respect an individual’s privacy and confidentiality. It should commitment provide workers with: Ensuring a genuine commitment to managing • clear, timely information on how psychosocial psychosocial hazards and risks by leaders and hazards and risks will be proactively identified, managers is essential for effective systematic managed and monitored, and work health and safety risk management. To • how work can be safely carried out. achieve this, they must understand: 1. The WHS obligations of the PCBU, officer(s) and workers

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 15 Consulting those in your • who will be responsible for communicating supply chains the outcomes, and how and when will this be done, and A supply chain is a contractual network between • how and who will review and document the an organisation and its suppliers or between effectiveness of the controls. agencies to produce and distribute a specific product or provide a service. WHS risks may result from supply chain arrangements, practices, 3.2 STEP ONE: IDENTIFY THE or shared systems. Each PCBU in the supply PSYCHOSOCIAL HAZARDS chain must ensure, so far as is reasonably practicable, the health and safety of all workers The first step in the risk management process is that they engage, cause to engage, influence or to identify the psychosocial hazards which may direct; and must consult all workers that carry arise from the work context or work content. out work for them on WHS issues. This involves identifying the aspects of work and situations that could potentially harm people PCBUs must talk with suppliers, those and why these may be occurring. It should also commissioning their services, or sharing systems find where hazards and risks are, why they are to understand each other’s needs and identify not effectively managed, and opportunities to common psychosocial hazards, risks and controls, improve the quality of the existing controls. and opportunities to improve the health and safety of all workers and other persons affected To inform your risk assessment, you should by the activities in the supply chain. For further always consider the underlying sources of advice, see the Code of Practice Work health and psychosocial hazards and risks; these are safety consultation, cooperation and coordination. likely to be both external and internal to your organisation. For example: Adequate planning • the work environment, nature and type of work undertaken by your organisation Before starting the risk management process, it is important to decide on the goals and • your operating environment and economic processes to be used, for example: pressures • psychosocial hazard identification and risk • interactions and behaviours between assessment methods people at work and within your supply chain (outsourcing, contractors, partner agencies, • who will be involved (e.g. managers, workers, suppliers or customers) that impact workers’ HSR(s) and, where required, subject-matter and others’ health and safety experts), and their roles in the process • the design and management of your • how appropriate confidentiality around organisation as a whole – structure, and personal information will be maintained governance, procurement and resourcing • what human, technical or financial resources decisions will be provided to establish and implement • resourcing decisions affecting work demands, effective psychosocial risk management training, instruction and supervision processes e.g. • design and management of the work tasks – organisational policies and procedures to and jobs support the risk management process • design and maintenance of buildings, – information and training to ensure those technology and plant participating in the process are competent, or • hazardous working environments and locations, arrangements with those in your – arranging in-house or external expert help, supply chains (e.g. contract requirements if required such as labour-hire, delivery schedules • how controls will be selected and and penalties, overlapping policies and implemented procedures), and

16 SAFEWORK NSW • significant changes such as downsizing, • complaints and investigations into alleged organisational restructuring, new work harmful workplace behaviours arrangements or technologies. • issues raised at health and safety committee Psychosocial hazards can arise from (HSC) meetings organisational-wide systems, work practices and • absenteeism, turnover, exit interviews, sick cultural issues. Where this occurs, information leave data and workers’ compensation claims about psychosocial hazards may need to be • business strategy resourcing decisions collected across the organisation. This can help (e.g. staffing levels, achievements of key to confirm if there are widespread risks that need performance indicators) to be controlled. Other psychosocial hazards will • outsourcing, contracting, partner and relate to specific tasks and jobs, in this case you procurement arrangements will only need to collect information from the affected workers. • advice from WHS professionals, employer organisations and unions There is commonly more than one psychosocial • advice provided by the WHS regulator hazard present, however they can occur as an isolated event. • staff skills and experience profiles • analysis of work tasks, schedules and locations Some psychosocial hazards will be quite apparent, and others will require a more • duty statements and performance comprehensive process to identify them and agreements their underlying causes. For example, arising • WHS and human resources systems, policies from the business pressures, the way the and procedures, and organisation or work group is structured, how • WHS key performance indicators, including work is designed and managed, or from the those specific to psychosocial hazards. actions of others such as contractors, partners, or suppliers. Useful insights into potential psychosocial hazards and risks may also be found in project risk The hazard identification process should management or procurement documents and consider if the psychosocial hazards differ through your supply chains and networks. between workgroups or teams, functions or workplaces. Workers generally know which aspects of the work are creating or likely to create hazards Systematically collecting and or risks and may have practical suggestions reviewing available information on how to manage these. The PCBU must consult affected workers and their HSR(s) when and data identifying psychosocial hazards and risks and The PCBU should consider how the organisation’s throughout the risk management process. For work systems, including operating procedures example, this can be done through consultative and governance arrangements influence: forums, workplace surveys, health and safety committee meetings, and routine or dedicated • the nature of the work project meetings between worker(s) and their • how work is managed and undertaken, and supervisor. • impact on workers’, supervisors’ and By talking to your workers and asking about their managers’ attitudes and behaviours. experience of psychosocial hazards, you can also Relevant information and records should be decide if they may need some additional support reviewed; these may include, for example: so they can do their work safely and effectively. • psychosocial hazard and workforce or culture surveys • outcomes from WHS focus group discussions • work-related psychosocial hazard and incidents reports

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 17 Observe and talk to workers about • significant differences between duty work activities statements and required activities • complaints that organisational policies, Hazards and risks can also be identified by procedures and systems of work that are looking and talking (walk-through/talk-through) unsafe or too difficult to follow, or conflicts with workers about how work is done under: between patient or customer needs and WHS • normal operating conditions standards • during peak workloads, and • significant changes in the behaviours of • under unexpected circumstances, including workers (e.g. incivility, openly criticising others emergencies (e.g. injury of a colleague or or the organisation, refusing offers of help serious workplace incident). when it is needed or others requests for help, lack of engagement, low-quality performance You should also compare this to the work or failure to complete tasks/assignments on methods described in policies and procedures time, or increased absence from work) and check they are appropriate for the different • the behaviour of others at the worksite, circumstances. It is useful to talk with both including visitors (e.g. suppliers, clients, experienced and inexperienced workers. parents etc.), and Examples of things to look out for and ask about • new technology and equipment changes. may include: Many psychosocial hazards are quite common, • tasks or situations that are generally and the risks well known. In these situations, if, considered mentally, emotionally or physically after identifying the hazards, you already know very difficult or stressful the risks and how best to control them, you • frequent rushing, delays, work backlogs, do not need to assess the risks. You must still increased rates of errors or wastage, consult with the affected workers and HSR(s) unexpected incidents, or process failures when considering proposed controls, on how • workers improvising how work is done due to these will be implemented and when checking if time pressures, or inappropriately delaying or these are effective and working as intended. avoiding tasks For better psychosocial hazard identification, the • concerns about understaffing or inappropriate PCBU should use a combination of information staff skills mix, inadequate or inappropriate sources such as organisational data, observing tools or amenities work activities and consulting workers.

18 SAFEWORK NSW If you choose to conduct workplace surveys, giving your workers the option to respond anonymously may improve the response rate and quality of the information you receive. Ideally this information should be collected from a representative cross section of workers or through existing structures such as WHS Committees. The free online and validated Australian Psychosocial Risk Assessment survey and resources which may suit your purposes are at the People at Work website.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 19 3.3 STEP TWO: ASSESS For new or high-risk activities, a structured task AND PRIORITISE THE analysis should be completed, including: • a detailed description of the activities and PSYCHOSOCIAL HAZARDS which workers are undertaking these AND RISKS • locations, duration and frequency of activities The psychosocial risk assessment process will • necessary information, plant and equipment assist the PCBU in determining: • environmental conditions • the seriousness of the risk (considering both • mental and physical requirements to do the the consequences for affected workers and tasks others and the likelihood of harm occurring) • identified psychosocial and physical hazards • which workers are most at risk and affected and risks, and • if risks are organisational-wide or apply to • any other relevant factors. specific groups of workers or work tasks • what controls are currently used (if any), how Working through the following questions will effective they are help determine which aspects of the tasks or jobs pose a risk of harm from exposure to • what controls could reduce the risk(s) to the psychosocial hazards and help prioritise controls. lowest practical level, and • the priority for action. First, make sure you sufficiently understand: • the main tasks and duties that make up your You should do a risk assessment when: workers’ tasks and jobs • it is unclear if the psychosocial hazards may • the number and locations of affected workers result in harm or how they may interact with each other to produce a new or more • if psychosocial hazards listed in Table 1 of significant risk(s) of harm, or this code or others identified through your consultation processes are present • changes are planned, or underway that may impact the effectiveness of controls. • how psychosocial hazard(s) might interact and increase or decrease the risk, and For small businesses, it may be as simple as • the effectiveness of existing controls regular toolbox discussions with affected implemented. workers. A more comprehensive process may be required if serious WHS risks have been Then consider the following: identified or are suspected. • the seriousness of the consequences for workers if exposed including: A risk assessment is not something that – the severity of possible harm and/or only happens once but should be part of a – the duration of exposure to harm continuous improvement process. • the reasonably foreseeable likelihood that workers may experience harm doing the Some hazards and risks may be widespread, and task or jobs, for example, has harm occurred others only under certain circumstances. Like all previously or in similar workplaces? risk assessments, you must make sure you consider • next determine consequences and likelihood both the usual work conditions and reasonably in combination. foreseeable unusual operating conditions. The outcomes and decisions from considering Determine the psychosocial risk these three factors can help you prioritise action. Consider whether the consequences and When assessing risk, it is crucial to focus the likelihood of harm suggest controls are required, most effort on psychosocial hazards that are and how urgently action is needed to implement severe or can impact large numbers of workers these. or groups of workers or things that have very high risk of harm for smaller numbers of people. Affected workers and their HSR(s) must be consulted as part of the risk assessment process.

20 SAFEWORK NSW Groups of workers may be exposed to several To improve the accuracy of this process it is different kinds of psychosocial hazards and risks. suggested you separately consider and rate The best and most effective way to control these risks to health and safety that are: is at the source, that is, by substituting the current work methods with less hazardous alternatives. – unlikely but where the consequences may be very serious to catastrophic, and It may not always be reasonably practicable to eliminate the hazard or risk for example, where – likely or very likely but where the jobs have some inherent hazards such as shift consequences may be less serious. work, or police dealing with violent or abusive Combining both groups together means members of the public. Or if by doing so you psychosocial risk which is less likely, but cannot make your product or deliver your may have very serious or catastrophic service, or where the cost of implementing the consequences, may not be given control(s) is grossly disproportionate to the risk. appropriate weight. If a hazard or risk cannot be eliminated, then the PCBU must minimise it so far as is reasonably practicable. 3.4 STEP THREE: CONTROL When redesigning work, you can consider the PSYCHOSOCIAL HAZARDS psychosocial hazards identified and look for AND RISKS opportunities to turn these into controls to mitigate risk. For example, where there is role Every workplace is different. So, the best overload such as excessive time pressure, role combination of control measures to eliminate conflict, and poor practical support you could hazards or minimise risks will be tailored to your improve scheduling to minimise overload, clarify organisation’s business size, type and work roles and responsibilities and provide additional activities to manage risks during both everyday practical support. For more information, see Safe operations and emergencies. Work Australia Principles of Good Work Design: a Most effort should be on implementing control WHS Handbook. measures which target the psychosocial hazards Physical hazards contributing to psychosocial identified and assessed in steps one and two. The risks should be controlled through relevant risk controls can involve good work design across isolation and engineering controls for example, the organisation and/or be targeted to affected the use of physical barriers to help control the work groups and tasks with the highest risks. risk of violence in the workplace. Targeting controls in this way will provide the highest level of protection for the largest number Where hazards and risks remain even after the of workers. These controls will usually also benefit work has been redesigned, then administrative individuals identified to be at risk of harm. controls, including safe systems of work, and appropriate information, training, instruction This next section provides information about the and supervision, will also be required. Relying on considerations and processes you should use to administrative controls should never be the main select appropriate controls for your organisation. risk management approach. Eliminate or minimise risk through Safe systems of work good work design Safe systems of work are organisational rules, Good work design is concerned with specifying policies, procedures and work practices that and organising existing and new jobs and tasks must be developed and followed to ensure of a workgroup (and if needed for individual workers and others are not harmed by any workers) to be less hazardous. This will help meet remaining (residual) psychosocial risks. Systems organisational requirements to efficiently deliver of work may include rostering, working hours, services or products and assist in minimising task rotation and breaks to allow opportunities harm from psychosocial hazards and risks. for rest and recovery, standards and procedures to manage hazardous tasks, and policies and

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 21 procedures to manage workplace behaviour PPE is not a common control for psychosocial (such as bullying and harrassment) or risks, in some cases, where the absence of or organisational codes of conduct. inadequacy of PPE to control physical risks is causing workers’ concern, this will also need Safe systems of work must be developed to be addressed. Some examples of common in consultation with workers and reviewed psychosocial risk controls can be seen in whenever there are changes to the work Appendix A. activities to ensure they remain appropriate. Information, training, instruction or Reasonable adjustments for supervision individual workers Duty holders may also need, so far as is The PCBU must provide adequate and suitable reasonably practicable, to make reasonable information, training, instruction or supervision adjustments to the design and management to workers (including supervisors and managers) of the work to accommodate the needs of an which has regard to and includes: individual worker to prevent harm (for example, a • the nature of the work and tasks to be carried worker with a disability or retuning to work after out by workers an injury). There may also be duties under anti- • the psychosocial hazards and risks associated discrimination, privacy and other relevant laws with the work that need to be considered. • the required control measures including safe systems of work and how to comply with Controlling residual risks these Before authorising the implementation of • how workers should report and respond if a controls, the relevant duty holder should do a problem or risk arises, and final check for residual risks that may remain • ensure information, training and instruction and check the quality of the controls in place to is readily understood by any person it is reduce the risk as low as reasonably practicable. provided to. Risk control quality could be rated as follows: A competent person (someone who has acquired 1. Controls are adequate, i.e., hazard/risk is through training, qualification or experience, the eliminated, or residual risk is insignificant. necessary knowledge and skills to safely carry 2. Controls are in place to the full extent that out the task) should provide the information, is reasonably practicable. The controls are training, instruction and supervision. not ideal, but there is no better control currently available, or the cost would be Uncertainty about how to safely and grossly disproportionate to the risk. Ongoing efficiently do new tasks including using monitoring of this risk is needed. new technology, or that may not have 3. Controls are satisfactory and appear to be been undertaken for some time, or tasks working adequately. However, more effective undertaken during an emergency, and controls are known and available and could when working on unfamiliar worksites, be implemented. are relatively common psychosocial hazards. Providing adequate and timely 4. Controls are inadequate. There are known information, training, instruction and limitations with existing controls, and further supervision are particularly important action to manage the risk is urgently needed. where the work has inherent risks (e.g. 5. The risk is uncontrolled. Controls either have risk of violence for first responders). not been implemented, or they are grossly inadequate. Immediate action is required. In most cases, psychosocial risk management If, after considering the residual risks and the can use a mix of good work design, safe systems adequacy of controls, the risk is uncontrolled, of work, and suitable and adequate information, inadequately controlled, or controls are training, instruction, and supervision. While considered only satisfactory, further action is

22 SAFEWORK NSW required. When making a judgement, about what that controls will remain suitable, sufficient, and additional controls are ‘reasonably practicable’, effective over time. the PCBU should weigh up the elements of what Reviews can be used to check whether: is ‘reasonably practicable’ as set out in section 18 of the WHS Act. • the approach to systematic work health and safety management is effective Implementing controls • hazards and risks are being effectively controlled Because the controls you implement may require changes to the way work is carried out, it is • the organisation is meeting its WHS necessary to support these with: obligations, including for due diligence, and • safe work procedure(s) that describe the • there are opportunities for improvement. tasks, hazards, how tasks can be safely done, Reviews should occur: and the duties, roles and responsibilities of all • before significant organisational or workplace parties to follow these changes occur, for example, changes to • information, training, instruction and the organisational structure, work location, supervision of workers on implemented environment, equipment and resources, controls including safe work procedures employment conditions or systems of work • appropriate information and instruction for • where a new hazard or risk is identified site visitors, and • if a serious incident, injury or illness occurs • a schedule for maintaining, monitoring and arising from the psychosocial risk, or a reviewing controls to ensure they are effective psychological injury occurs and are not creating new unintended WHS or • if a physical injury occurs where psychosocial organisational risks. risks were likely to be a contributing factor When proposing changes to existing or new • if the hazard changes and you are now controls or workplace arrangements, it is uncertain of the risk essential you consult affected workers and their • if a control measure is not adequately HSR(s) as early as possible. For example, on the: minimising the risk • design and management of the work such as • where consultation indicates a review is restructures, work locations, changes to tasks, necessary duties, and working arrangements • if requested by a HSR • new technology, plant, equipment production processes, or the redesign of existing • at agreed review dates, such as annually, or workplaces. • where audit results indicate, a review is necessary. 3.5 STEP FOUR: PROACTIVELY The results of a review of controls should trigger discussions between the PCBU and the duty IMPLEMENT, MAINTAIN, holders to check they are taking all reasonable MONITOR AND REVIEW steps to manage psychosocial risks. THE EFFECTIVENESS OF The PCBU should also have strategies to CONTROLS intervene early (to make necessary changes to the work design) if workers report stress, Managers and supervisors should be provided psychological or physical problems and to with the authority and resources to implement provide appropriate workers’ compensation and effectively maintain controls. Clear arrangements and/or support for return to work accountabilities for monitoring, reviewing and if workers have been harmed. maintaining controls should be allocated. The hazard and risk reporting system should be The information and processes you used to appropriate for the organisation and proportional identify hazards and risks will also help you to the seriousness and likelihood of potential monitor and review the effectiveness of control harm. For example, where there is a reasonably measures. Do not assume risks will not change or

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 23 foreseeable risk of occupational violence, the reporting system should include reviewing the Common failures in the risk management effectiveness of controls for this risk. process are: Appendix A shows some example scenarios with – to focus on poor workplace behaviours related hazards, possible controls and approaches by an individual and not identify and to monitor, review and continuously improve or sufficiently control the psychosocial systematic work health and safety systems. hazards which may be contributing or giving rise to these behaviours, or – not following the hierarchy of control principles and relying on mainly administrative controls.

4. RESPONDING TO A REPORT OF A PSYCHOSOCIAL RISK OR INCIDENT

While most psychosocial hazards should be The person tasked with responsibility to respond identified during the routine systematic risk to reports of psychosocial hazards and incidents management process, sometimes the first time a should, (in line with privacy or confidentiality PCBU becomes aware of an incident is when it is considerations) consult and communicate with reported. affected workers including on how they propose to investigate the matter, and the WHS actions and improvements that may be introduced. WHS Act 2011 Part 6, Division 1 Discriminatory, This person should explain the likely timeframes coercive or misleading conduct of the process, provide updates to affected workers, and fair and adequate access to No person is permitted to undertake psychological support. discriminatory, coercive or misleading conduct against workers who report a WHS matter, including about psychosocial risks or incidents. 4.1 INVESTIGATING A There are various ways in which workers and PSYCHOSOCIAL INCIDENT others including other PCBUs may report hazards Responding to a report of a serious workplace and incidents to the PCBU, including for example: psychosocial incident will mean the PCBU should • during discussions between PCBUs with undertake an investigation in a fair, timely and shared duties balanced way to try to find out what happened and why and what can be done to improve the • during discussions between workers, controls, so the incident does not occur again. supervisors and managers This process is typically more comprehensive • entering issues into a risk or incident register than those used as part of the normal hazard • in emails, mobile text messages, letters about identification and risk assessment process. a complaint or a grievance The comprehensiveness of any investigation will • workers’ compensation claim information, or be proportional to the level of risk, the seriousness • reports from HSR(s) and/or union of actual or potential psychological harm and the representatives. number of workers affected. It will also depend on the business size and available expertise. For example, a small business may choose to have Relevant duty holders should create a a conversation about the incident with affected positive organisational culture which workers. In contrast, a medium business may have actively supports early reporting and follow a larger number of workers exposed and might up, so psychosocial hazards and risks are choose to ask for assistance from an external managed before serious harm occurs. safety professional, and a large business may use their inhouse WHS and/or external professionals.

24 SAFEWORK NSW When investigations are undertaken, especially behaviour. The PCBU must control the risks around allegations of serious misconduct or whilst investigations are being conducted, so harmful workplace behaviours, the PCBU the potential for further harm is eliminated should ensure that: or minimised. • those tasked with undertaking the investigation are competent and able to Notifiable incident identify psychosocial hazards, sources of risk and root causes, assess the risks and WHS Act 2011 Part 3 Incident Notification s35-39 recommend appropriate preventative and early intervention controls, and understand their organisational processes around Where there is a notifiable workplace incident; investigations, and the requirements under such as a person’s death or serious physical or both WHS and industrial relations legislation. psychological injury or illness requiring immediate treatment as an in-patient in a hospital, the • the process is conducted in a fair, objective PCBU must ensure that the regulator is notified and timely manner ensuring due process for immediately after becoming aware of the incident both those who raised the issue and workers and that a record is kept of each incident. who have had allegations made about them. Including: – the privacy and confidentiality of affected 4.2 KEEPING A RECORD OF parties is protected THE RISK MANAGEMENT – that throughout the investigation, PROCESS AND OUTCOMES affected workers (including managers and supervisors) are: Keeping an organisational risk register (see Appendix B for an example) is an optional but – informed of their rights and obligations helpful way to record psychosocial and physical – provided with a copy of relevant hazards, risks and incidents and monitor that policies and procedures these have been managed. – kept informed about possible outcomes, You could choose to include only high-level timeframes, rights of appeal and information in the general risk register where reviews, and you are concerned about the need to maintain – provided with adequate and fair support. confidentiality. It will not always be appropriate to consult with A WHS Inspector may ask to see a copy of the affected workers or their representative any records and ask about processes relating HSR(s) if the initiating report or subsequent to psychosocial risk management. The PCBU investigation includes sensitive and confidential should be able to demonstrate if asked how information about other workers. In this case, the psychosocial hazards and any incidents it is still useful to provide them with general raised or reported by workers and others have information about the process and outcomes. been managed. The way the PCBU chooses to demonstrate this will vary and depends on their Harmful workplace behaviour is a WHS hazard. organisational circumstances. If the PCBU does In addition to being reported through hazard not have a written record, an inspector could, notifications, it may be reported as a grievance for example, ask for statements from affected or complaint, or as a potential breach of a workers. code of conduct or professional standards. Where there are existing systems in place to investigate and discipline such behaviour, the workplace should still apply a systematic WHS risk management process to identify, assess and control underlying causes of, and risks of exposure to affected workers of the

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 25 5. SUPPORTING A SAFE RETURN TO WORK AFTER A WORK-RELATED HARM

The PCBU must adhere to NSW workers’ compensation laws, including supporting a worker’s safe return to work after an injury. Workers who have experienced work-related psychological or physical harm may require specific medically authorised modifications to their duties. When someone is returning to work, they may also be exposed to new and or different psychosocial or physical hazards (because they are doing different duties or working in a new worksite). The PCBU must proactively manage any new WHS risks which arise for the injured worker and the work group arising from the return-to-work process and the changed duties or work locations. Additional advice on intervening early when reports of harm arise and supporting a safe and sustainable return to work is in the Safe Work Australia guide Work-related psychological health and safety: A systematic approach to meeting your duties. If you require further clarification or advice about your WHS duties or about managing psychosocial hazards at work, contact SafeWork NSW on 13 10 50 or by email at [email protected].

26 SAFEWORK NSW APPENDICES

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 27 APPENDIX A. EXAMPLE SCENARIOS FOR MANAGING PSYCHOSOCIAL HAZARDS AND RISKS AT WORK The control measures you choose must suit the organisational and worker needs and effectively control the risks to the highest level that is reasonably practicable. The tables below outline ten scenarios with common psychosocial hazards and risks, example controls and approaches to maintain, monitor, review and achieve continual improvement of the risk management approach.

Scenario 1. Health Care Scenario context and work content Psychosocial hazards and risks Psychosocial controls Review and improve An emergency department in a public Role overload: not enough workers The organisation managed role Reported incidents are investigated hospital triages people requiring acute to manage patient behaviours, overload and occupational violence and feedback on investigations and mental health care. Aggressive and particularly when patient acuity is by rostering adequate worker numbers response to incidents is provided to violent behaviour is common. high and there is a poor skills mix with to take into account new systems of workers. Sometimes it’s linked to the patient’s more inexperienced workers on the work, patient acuity, staff skills mix, Review of all code blacks (assault on clinical condition or sometimes some roster. Increased demands from new and ensure there are adequately workers) is introduced including both behaviours are due to patient systems of work compete with existing trained workers on all shifts to respond clinical and non-clinical workers. frustrations and/or drug and alcohol workloads. effectively to violent incidents. Work is undertaken to improve abuse. Workers received training in Violence Exposure to Traumatic Events: the incident reporting system and Prevention and Management (VPM) Workplace culture discourages workers provide trauma informed encourage reporting of all incidents and hazard/incident reporting. reporting of all but the most serious care to some patients with extensive and near misses. incidents and accepts patient/visitor histories of trauma. Ongoing exposure An escalation process was A more comprehensive violence risk aggression as part of the job. Workers to violent incidents has a cumulative implemented to senior leadership to assessment and profile process is regularly witness violent incidents and effect on workers. Workers responding make quick decisions to respond to developed, and the design of the are part of the response team when to incidents are at high risk of injury early warning signs, and for when waiting area is reviewed to reduce, incidents occur. themselves. Appropriate support may there are differing views amongst the where possible, the frustration not occur due to role overload. clinical team on patient management. High workloads and/or new policies experienced by patients while waiting requiring increased documentation Occupational violence: workers Exposure to traumatic events was to be triaged. frustrate workers by taking them away have regular exposure to both threats managed by regular supervision to from direct patient care. and actual violence from patients. allow opportunities to consult (for Many inexperienced workers have not Inadequate rostering means there are eg safety debriefing, early referral to been trained in Violence Prevention not enough trained workers available support services), as well as a peer and Management (VPM) and rely on on all shifts to participate in violence support program for workers. hospital security officers to respond. prevention if required.

28 SAFEWORK NSW Scenario 2. School Scenario context and work content Psychosocial hazards and risks Psychosocial controls Review and improve A new governmental policy is required Role overload: The change has added Role overload: The organisation The organisation will: to be implemented with little time for to the demand on workers. Workers consults with teachers to: • Review WHS procedures consultation. are concerned that to meet deadlines, • Review current tasks and new and processes to ensure that The school provides for students with tasks such as professional learning, demands to prioritise. psychosocial hazards and risks reporting and lesson planning are complex needs. • Monitor and review the work hours including role overload and low job priorities, and therefore will need to The changes mean that teachers will undertaken by teachers and control are reported and recorded be completed outside standard work need to add to their current workload. capacity to incorporate new work through the systematic approach to hours. Workers are also concerned This will increase tasks such as face to load associated with this policy. managing psychosocial hazards. the changes may require learning face teaching and its preparation and • Implement cyclical and frequent new skills at a time when they are • Employ more permanent teachers planning, data collection and analysis, reviews, both at system and school experiencing difficulty with the to take responsibility for new ongoing assessment, staff meetings, level, of current task demands of existing role overload. policy/procedural requirements. and communications with parents and workers. • Provide system support centrally community. These requirements make Poor organisational change • Monitor progress and impact on available for schools to access. it difficult to continue to manage daily consultation, poor support and low affected workers and provide incidents and interactions amongst job control: Poor change consultation • Ensure that there are enough responsive support based on increasingly complex student cohorts, has contributed to the perception that resources allocated to manage consultation. professional learning and development there has been limited consideration these risks and undertake effective • Review timetables to ensure that and compliance activities. of existing workload and poor support consultation, coordination and accommodations are made to to manage the increase in workload cooperation processes. reduce remote and isolated work from new requirements. Workers have To address poor organisational caused by the increase in work limited say in the decisions about their change, poor support and low job demands. workload, how the work is done and control, the organisation will: the changes to their work. • Consult with workers about the There are no clear guidelines to proposed changes. support re-prioritisation of tasks • Undertake analysis to inform the to meet deadlines within the strict re-prioritisation of tasks. timetables of schools. • Communicate to affected workers how this will change their work and how they might now re-prioritise tasks. • Provide support and required professional learning to undertake additional tasks within core working hours.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 29 Scenario 3. Government call centre Scenario context and Psychosocial hazards and risks Psychosocial controls Review and improve work content A government department located Role overload, emotionally The organisation, after consulting supervisors, The organisation: in Sydney and a regional city deals demanding work and role conflict workgroups and HSRs to reduce role overload • to identify and assess risks with customers’ telephone inquiries, from the constant time pressures and role conflict: and adequacy of controls gets some face-to-face requests for and required response times which • is renegotiating service level agreements and workers to complete the People help, and takes complaints. are not adequate for complex response times so they are manageable with at Work psychosocial risk There are tightly scripted matters and risk of verbal or existing worker numbers assessment survey and monitors responses, protocols and service physical abuse from distressed • has addressed some of the reasons for and reviews other WHS data clients. standards to deal with the calls the role overload, and customer abuse - • ensures the leadership team or interactions with limited time Low job control and lack of task improved scripts, provided a concierge who have all completed training on allocated to spend with each variety as work is tightly scripted triages and offers customers alternatives if their WHS duties and good work person. and roles narrow, generally with wait times are lengthy, and has installed more design and are applying these to Workers always do the same poor support and recognition of comfortable furniture in waiting areas. future restructures and planned tasks and their break times are efforts. The supervisor, to reduce role overload/ IT upgrades regimented. Customers can Lack of role clarity and poor conflict, emotional demands, low job control, • supports workers who want become abusive due to long wait change management around new lack of task variety, poor support and change temporary secondments to times and uncomfortable waiting IT systems and the restructure. management, is: other parts of the department areas. • triaging complex issues – sending these to for two-way learning and a A recent restructuring occurred, more experienced workers first or where this break from the regimented work. and workers are unsure about their is not possible junior workers can flag if they The supervisor: roles and future workloads. need help • supports workers who want to • providing task rotation so workers can build A new IT system with new develop technical or specialist new skills and get a break from stressful performance monitoring software skills, and provides technical calls/interactions is making workers anxious as they and specialist workers with the have not yet all had training on it. • ensuring workers take short breaks, away opportunity to mentor new from their workstation workers, and • providing emotional support during and • became a member of an following abusive interactions (e.g. ability to industry Mental Health escalate the issue to a supervisor, debrief Community of Practice to get time and to recover away from the general ideas and support on managing work area if required) psychosocial hazards and risks • developed call monitoring policies in from other peers in the industry. consultation with workers and uses these for coaching • ensuring training on the new IT system is provided before it is introduced and relaxes the performance targets until workers are familiar with the new systems.

30 SAFEWORK NSW Scenario 4. Construction company Scenario context and work Psychosocial hazards and risks Psychosocial controls Review and improve content A medium-sized residential Poor emotional and practical The business owner, after consulting the After consulting with the manager, construction company is currently supervisor and manager support: manager and workers to address poor the business owner: managing several projects, some The manager does not workplace relationships, support and role • to identify and assess risks and are not on schedule, and there is a acknowledge the apprentice’s overload: adequacy of controls gets staff backlog of work. concerns or have the time to • meets with the electrical subcontractor to to periodically complete the The manager is responsible manage the training of apprentices. develop behaviour standards for all their People at Work psychosocial for organising the contractors, Occupational violence and poor workers when undertaking work at the same risk assessment survey apprentices, ensuring supplies workplace relationships: sites and processes for addressing safety • implements more regular ‘look and equipment are delivered to concerns, including violence and aggression and listen safety walks’ multiple Verbal aggression by the electrician, different sites. • informs workers that aggressive behaviour times each build which could escalate to physical can be reported to him directly An electrical subcontractor is aggression if not stopped, is also • integrates support and engaged for all the sites, and the having a negative impact on the • speaks with the apprentice to check on his mentoring of apprentices into building manager is aware that apprentice’s ability to focus on his wellbeing and provide information about their systems one of the electricians has been work. This is also stopping him from psychological support services • checks in with the apprentice verbally aggressive with a first- asking for help when he needs it. • reviews the supervision and support of to verify that the verbally year apprentice engaged by the apprentices aggressive behaviour has Low job control: the apprentice has construction business. He tells the stopped little say in his work. • decides to reduce the demands on the apprentice that this is how the manager by providing assistance with • arranges training for supervisors industry is, that he does not have Role overload demands: the managing contracts and tenders. of apprentices, particularly time to deal with this and that he manager and workers experience on managing young and a high workload with competing The manager, to improve support and job needs to toughen up and get on control: inexperienced workers with his work. deadlines. • starts daily toolbox talks with all workers, • arranges regular reviews of The apprentice just wants to learn including contractors, to provide relevant workplace behaviour grievances but makes regular mistakes and information and instructions and training to be included in is afraid to ask for help. He wants • sets time aside each week to understand the the organisations WHS systems verbal aggression to stop. first-year apprentice’s learning requirements, • ensures the WHS systems are assess his progress, develop learning goals, capable of capturing reports of gets the supervisor to give him responsibility high work demands and harmful for some tasks he should be competent to workplace behaviour do, and allocates a third-year apprentice to • creates (with workers) a safety buddy the first-year apprentice to support culture charter displayed him on various tasks. prominently in project offices, around the site etc.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 31 Scenario 5. Small consulting firm Scenario context and Psychosocial hazards and risks Psychosocial controls Review and improve work content A busy consultancy firm is based in Role overload: high caseloads, The business owner, after consulting with As part of the process to improve regional NSW. demanding clients, and long the consultants and office administrator to the controls that can be quickly The consultants regularly need working hours with inadequate manage role overload, cognitive and emotional implemented, the senior partner: to work long work hours and opportunities for recovery demands, low control, poor support and • regularly consults workers, sometimes work alone at night High cognitive and emotional recognition, now: reviews the case management to meet the demanding client demands: complex technical cases • checks with consultants about their systems to identify psychosocial turnaround timeframes. However, where client’s businesses may have workloads before allocating new cases hazards and risks, ensures workers report they are exhausted, financial problems so at times are to ensure they have spare capacity and controls are working, and looks and do not have time to adequately rude and abusive to the consultants that these discussions are courteous and for opportunities to improve prepare material and advice for Low job control: expectations to be reasonable these clients. The culture discourages ‘present at the office’ • triages and file flags complex cases to better • completes training on workload asking for help and encourages manage role overload and ensure there is Poor practical and emotional and mental health first aid. being ‘seen to be at the office’. extra support where required from a senior support from the senior partner partner In the past two years, workers and allegations the behaviour are increasingly becoming visibly borders on ‘bullying’ • allows consultants more job control to work distressed, reporting feeling from home, at times, to better manage their Inadequate reward and burnout and experiencing ‘stress work-life balance recognition: a culture that long headaches’. Several workers • asks about tricky or distressing cases and hours and high workload should have made complaints about provides support, recognition and feedback just be accepted as the norm. unreasonable ‘bullying’ pressure • creates opportunities for workers to from their supervisor to meet the work on more varied cases and provides revenue targets. Four have young opportunities for professional development children and are finding it hard to • provides routine mentoring balance high work demands with • after talking with the consultants about the their home life demands. alleged bullying, instructed the supervisor to ensure that performance targets discussions are conducted in a reasonable manner and the supervisor was provided with additional support to cope with their own workload.

32 SAFEWORK NSW Scenario 6. Retail store Scenario context and Psychosocial hazards and risks Psychosocial controls Review and improve work content A small busy retail store which Role overload: insufficient skilled The business owner after consulting workers on The business owner also: is open all week has an ageing workers rostered on during peak role overload, poor working environment and • now has regular team meetings building and poorly designed fit- periods lack of role clarity, now: to identify new hazards and out. There are three permanent Hazardous working environment: • ensures more workers are adequately trained risks and check controls are and several casual workers who are the layout makes it difficult to so they can assist customers and deal with working and visits the store mainly young workers. access, load and unload stock problems more regularly to talk with and Customers often complain and Lack of role clarity; new casual • ensures adequate number of experienced recognise workers for their have become aggressive about workers are often unclear about workers are rostered during peak periods efforts service delays during peak periods. how to do the work efficiently and • arranges, where possible, for supplies to be • also conducts regular visual The manager is sometimes short- do not have the skills to help out, delivered outside peak periods or for extra checks during visits of the tempered, yelling at the workers, like operate the cash register during workers to be rostered during these times storeroom and shop floor so especially when it is busy, the stock busy times • reorganised the loading dock, storeroom changes are maintained and is being unloaded, and customers reviewed Bullying and occupational and shop floor to improve safety and are waiting. The storeroom is violence: from customers and the efficiency (including dedicated organised • did a course with his industry cluttered and disorganised, which manager, causing workers to be space for prepaid orders) and ensured this is association on psychosocial risk makes the quick collection of distressed as they do not know how maintained by regular safety walks each day management and supporting prepaid orders difficult. to respond. • releases the rosters well ahead of time so workers with mental health Casual workers often cancel their workers can plan better, and pairs young issues shift at the last moment, making workers with more experienced workers • implemented a customer managing peak periods quite • ensures new workers have a thorough feedback system to understand stressful. induction, given busy time tips and trained to any causes for their frustration use the cash register to manage bullying and in the store such as unavailable violence risks products, long queues. • provided training to all workers, and • put up signs displaying designated queuing areas, and that worker abuse will result in refusal of service, etc • updated the policy and procedures to address identified gaps such as having a specific “service call” that could be made over the loud speaker system so all available team members come to that location to help. Also ensure workers are offered a short time out after incidents to recover and are checked on before the end of shift.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 33 Scenario 7. Private health care provider Scenario context and Psychosocial hazards and risks Psychosocial controls Review and improve work content A large private sector organisation Role overload, emotional The Director, after consulting both the The business delivers health care and social demands and violence: the high professional and office workers to reduce the • to identify and assess risks and services to disabled adults caseload and complexity means role overload, violence and isolated work risks: adequacy of controls gets staff and children, some with severe performance targets are difficult to • is working with the funding agency, to complete the People at Work behavioural issues. The activities achieve in the required time with where possible, to adjust the service level psychosocial risk assessment occur in a range of locations, the existing worker numbers and agreements and reporting standards, survey and monitors and reviews including clients’ homes, and the skills mix. The clients often have including where required, ensure two other safety data workers may work alone. distressing circumstances, and workers attend to clients with a high risk of • introduces flexible work client behaviours can worsen if The service level agreement aggression arrangements and a mentally service is rushed. with the funding agency has • matches the skills and experience of workers healthy workplace policy and set evaluation targets with Working environment, isolated/ to client needs and, where required, allocates program demanding reporting requirements. remote work: workers routinely two workers • provides information to The workload and the clients’ undertake work alone in clients’ • has adjusted the performance targets, so all workers about the free challenging behaviour makes it hard homes, which may be crowded and they are achievable with the current workers counselling service and other to recruit and keep workers. To stay difficult to work in safely. and skills mix employee assistance programs. competitive, the organisation needs New and inexperienced workers • backfills workers when they are on leave. to diversify its services. often lack role clarity. The team manager to manage role overload, emotional demands, lack of role clarity and risk of violence is now: • conducting regular work reviews to ensure caseloads are manageable, providing more emotional support to workers, and extra training • ensuring information about the client’s home and previous history is considered when developing new care plans • ensuring, before workers first visit the client’s home, they check with other service providers to get information on clients’ needs and circumstances • ensuring whenever a risk of disturbed or aggressive behaviour is identified, adequate workers and additional time are allocated to provide care, and where possible, care during the high-risk period is provided in a controlled environment.

34 SAFEWORK NSW Scenario 8. Manufacturing business Scenario context and Psychosocial hazards and risks Psychosocial controls Review and improve work content A medium sized manufacturing Role underload - frequent The organisation, after consulting supervisors, The organisation: business produces frozen food repetitive and monotonous work workgroups and HSRs to discuss the role • to identify and assess risks for sale in supermarkets across but with the need to stay vigilant underload, low job control, lack of task variety and adequacy of controls gets Australia. The plant is based in especially around dangerous areas and role clarity is: workers to complete the People regional NSW and is one of the of the plant. • arranging for workers to rotate every few at Work psychosocial risk major employers for the town. Low job control and lack of task hours to a new task in the plant allowing assessment survey and monitors To meet the increasing production variety as specific tasks and more opportunities to learn new skills, reduce and reviews other organisational demands most workers are processes need to be followed to boredom and fatigue (so to improve their data required to undertake shift work ensure quality standards. ability to detect errors), and allow more • ensures the leadership team and there have been recent flexibility to take toilet breaks have all completed training on Low job control - inability to take changes to the production • ensuring all workers have had training on the their WHS duties and good work breaks when required. software. The main tasks involve new software design and are applying these to monitoring largely automated plant Lack of role clarity and poor • introducing a software champion on each future restructures and planned to ensure the cooking and packing change management consultation shift who speaks the same language as the software upgrades processes are running smoothly. around new software and rosters. majority of that shift. The supervisor: Workers always do the same Change management consultation: The • supports workers who want to tasks and their break times are supervisor is ensuring all affected workers have regimented. develop skills where possible to reasonable and equal opportunities for input move to different areas of the A new production system with new on the options for changes to rosters. These plant, and quality software is making workers consultations also brought up suggestions from anxious as they have not yet all workers on how to improve some of the packing • became a member of an had training and are worried about processes to make them more efficient and save industry Mental Health making mistakes. A significant money. Community of Practice to get number of the workers are migrant ideas and support on managing workers and do not speak or read psychosocial hazards and risks English fluently. from other peers in the industry. There are rumours there are to be changes in the upcoming rosters.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 35 Scenario 9. Very small trucking company Scenario context and Psychosocial hazards and risks Psychosocial controls Review and improve work content Bob has been a truck driver for Role overload – delivery deadlines The manufacturing company, after consulting The manufacturing company: over 10 years and he generally are unachievable and the truck with the drivers, to address role overload, low • includes a truck driver enjoys driving. He and two driver is skipping rest breaks to job control, poor support from managers and representative in the relevant other drivers contract solely to meet those deadlines. occupational violence is: WHS committee discussions a large manufacturing company. Low job control – not being able • managing customer expectations by • trains all dispatch managers in The scheduling is done by to influence the delivery schedules incorporating revised delivery timeframes consolidating orders so that the manufacturer’s dispatch despite being an experienced driver into their customer online and phone unnecessary trips are eliminated manager. The manufacturing and understanding the regular ordering processes or minimised. company’s customers are small reasons for delays. • contracting an additional three drivers and The trucking company manager retail businesses across NSW, Poor support from managers – distributing interstate deliveries across all completes training on fatigue Queensland and Victoria. raising concerns with management drivers to manage risk of fatigue management and the effects of Over the last two years the has seen no change in the • providing drivers with training in de- psychosocial hazards on health and manufacturing company has grown increasing demands of the work. escalation techniques for dealing with safety. and the demand for more frequent Occupational violence –drivers aggressive customers and faster deliveries has increased. experiencing verbal aggression as • providing fatigue management information The number of drivers in Bob’s customer expectations for supply to all workers. company has not changed. of goods have not been managed. The manufacturing company, after consulting Bob worries about the delivery customers, to address role overload and schedule and has skipped rest occupational violence will be communicating to breaks to deliver goods on time. On customers: occasion he and other drivers have • company policy on delivery timeframes been delayed due to heavy traffic • notifying them in writing that verbal and abused by angry business aggression is not acceptable and goods may owners who then complained to not be delivered if truck drivers are exposed the dispatch manager. Bob has to such behaviours tried raising scheduling concerns without success and thinks if he • requesting that delivery concerns should raises them again, he might lose the be directed to the manufacturing company contract. He would like to have a directly. say in how deliveries are scheduled The trucking company manager: but these are arranged between • checks in with drivers before agreeing to the manufacturing company and delivery schedules to ensure these are their customers. realistic and encourages early feedback on delivery issues • introduced a system to alert the dispatch manager and retail business if delivery delays are likely.

36 SAFEWORK NSW Scenario 10. Mining workplace Scenario context and Psychosocial hazards and risks Psychosocial controls Review and improve work content A trainee truck driver with nil Low job control- The trainee has To manage low job control, poor role clarity The organisation will: previous mining experience has only recently commenced at the and poor support, the mining operator • review and update the mine commenced work with a large open mine and does not feel empowered reviews the overall performance of its safety safety management system, and cut mine. The trainee has just been to speak up in fear of losing their management system including training and health control plan to ensure signed off to drive solo in the haul employment. supervision to ensure: information on the management truck and works twelve hour shifts Poor role clarity - the trainee is not • all workers are empowered to seek assistance of psychosocial hazards is up to on a rotating roster of day and aware of the responsibilities and the and help if they need more help to learn and date and regularly reviewed. night. requirements of their position at or complete a task. • seek and review feedback from Recently the trainee operator has this stage of their training. • all workers are aware of the escalation trainee operators about what been asked to drive in the rain by Poor support - the supervisor processes if they feel that they are not could be done to improve the the supervisor to meet production appears dismissive of the trainee’s resolving an issue with their supervisor. training process for trainee demands. The trainee has indicated concerns about operating in the • supervisors of trainees receive additional truck drivers and operating in they do not feel confident about wet, and there appears to be little training on managing young and wet conditions. This review will this, but the supervisor instructs information on additional training inexperienced workers, including on support consider whether role clarity them to start driving no matter the and support when driving in wet networks available. and expectations of trainees has conditions. The trainee operator weather. • supervisors and trainees are aware of the improved. has asked for additional support Role underload - The task of requirements of their position during training. • undertake a review of workplace from the trainer for driving in driving a haul truck is monotonous • a system is available for mentors or ‘buddies’ behaviour grievances to identify wet conditions, but this has been and repetitive. to provide additional support and clarity to areas of conflict. ignored. The trainee is not sure Poor workplace relationships - trainees. what to do in this situation and is the trainee wants to avoid any Role underload was reviewed in combination not able to find any guidance in the additional conflict with their induction material they were given. with the mine’s WHS management plan to supervisor as there is already develop a specific learning and training program They have noticed some conflict in conflict in the workplace. the workplace and do not want to which sets goals and progression. make things worse for themselves.

CODE OF PRACTICE – MANAGING PSYCHOSOCIAL HAZARDS AT WORK 37 APPENDIX B. EXAMPLE OF A RISK REGISTER

Site: Customer service team in Ballina office Management representative(s): Mark and Ahmet Worker representatives: Ian, Jen and Tracey Date Hazard/ Information Harm Harm Level What How adequate What further Actioned by Date Who and how Review issue situation sources Consequences Likelihood of risk controls are are existing controls are and comments completed and will monitored date raised in place? controls? required? comments and review

30.9.20 Alleged HR Severe Moderate - High Workplace Not effective - Clarify and Ahmet WHS 30.10.20 Ahmet to 27.11.20 harmful grievances, a two workers behaviour/ Consult prioritise manager did check in with workplace psychological compensation code of affected workload root cause affected behaviour - injury claim claims for conduct workers about and analysis, and workers/ bullying when from team, psychological training possible confusion work design customer allocating HSC, and injury in last completed additional around resulted in service team work and verbal 12 months in annually. controls service level improved and manager managing reports by same team agreements scheduling, to ensure performance a sub- reduced time controls have contractor pressure and addressed improved underlying role clarity. issues Referred to HR manager (Mark) for code of conduct investigation and allegation not substantiated.

11.12.20 Customer Supervisor Severe High High Signs Not very Give Tony Still underway Ahmet and 29.01.21 verbal abuse -feedback around the effective - customers (supervisor), Mark to review, (probably due from reception customers alternatives and Mark still working partly to long planning area on ignoring the if wait times and Ahmet out the best wait times) day and acceptable signs. Doing will be arranged for way to review Joe noticed behaviour a focus group lengthy, the the concierge during his' and that on 17.12.20 concierge to start in walk and verbal abuse with the team can let them January, listen' visit won’t be and talking know about rotating staff tolerated to a sample some other this month of customers ways to get when training from that their issue ‘back of office. managed. house’ tasks Rotate front completed office team members to back of house duties every two hours for a break

38 SAFEWORK NSW THIS CODE OF PRACTICE PROVIDES PRACTICAL GUIDANCE ON HOW TO MANAGE PSYCHOSOCIAL HAZARDS AT WORK

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