How can you improve the management of psychosocial hazards in your workplace, and promote positive work practices to support mental health and wellbeing?
Organisations are responsible for eliminating psychosocial risks in the workplace, or if that is not reasonably practicable, to minimise the risks so far as is reasonably practicable.
Employees are responsible for taking reasonable care for their own psychological and physical health and safety and not adversely affecting the health and safety of other employees. They must comply with reasonable health and safety instructions, as far as they are reasonably able, and cooperate with reasonable health and safety policies or procedures that have been notified to them.
Workplace psychosocial hazards are related to the psychological and social conditions of the workplace rather than just the physical conditions. These include stress, fatigue, bullying, violence, aggression, harassment and burnout; all of which can be harmful to the health of employees and their wellbeing. There are also risk factors (ie the misuse of alcohol or other drugs) that can increase the likelihood of these hazards.
Alcohol & Drug use
When not properly managed, substance use can significantly impair cognitive function, increase the likelihood of inappropriate workplace conduct, and intensify existing interpersonal conflicts among staff members. Clear guidelines regarding acceptable behaviour, including policies on alcohol and drug use, must be effectively communicated and consistently enforced through comprehensive testing and organisational protocols.
- Are you providing care and support for employees who are distressed, confused, afraid, ill or affected by drugs or alcohol?
- Are you conducting regular drug and alcohol testing in your workplace?
- Are you regularly reviewing test results and providing support for employees experiencing difficulties?
- Are you ensuring responsible service of alcohol policies are followed at work events or conferences?
- Do your employees know who to turn to if they experience or witness inappropriate behaviour at an event?
Organisations in Australia are legally obligated to manage not only the physical risks but also the psychological risks in the workplace. The law doesn’t discriminate between a hazard you cannot see and a hazard you can feel.
Managing psychological risks isn’t just a matter of compliance with the work health and safety act. It’s about fostering a healthy, productive workplace where teams feel supported, engaged, and empowered to thrive. Ignoring these hazards can lead to higher absenteeism, decreased morale, and even costly legal issues. That’s why the management of psychosocial hazards and risks is essential, not optional.
The regulatory enforcement of compliance with obligations related to psychosocial risks is set to increase significantly in the coming years with an expected rise of inspection visits. The focus will be on ensuring that workplaces adopt a proactive approach to psychological health and safety, rather than simply responding to incidents after they happen. This involves managing existing risks in the workplace, not just identifying new ones.
What law governs the management of psychosocial hazards?
In Australia, the Model Work Health and Safety Act and the Model Work Health and Safety Regulations were developed in partnership with Safe Work Australia. Each state and territory in Australia, other than Victoria, has adopted the Model Work Health and Safety Act. Victoria has maintained its Occupational Health and Safety Act however, the obligations of businesses under the Victorian legislation regarding psychosocial hazards and risk are principally the same as those under the Model WHS Act. Each state and territory’s ‘Safe Work’ regulator enforces the WHS/OH&S laws. It’s Safe Work or Work Safe, which conducts inspections and imposes penalties on businesses for non-compliance, including regulatory Improvement Notices.
Source Safe Work Australia