CREATING A MENTALLY HEALTHY WORKPLACE
Everyone is familiar with workplace stress and it takes commitment from a business to ensure that the level of stress experienced in the workplace by employees is as minimal as possible. Psychosocial risks are workplace operations that increase stress and reduce mental wellbeing.
When a workplace has high psychosocial risk factors the culture suffers and result in issues of high turnover, high absenteeism, toxic behaviours, and poor productivity. There are nine psychosocial risks and the healthiest workplaces are those that have very low risk ratings in all nine.
What are the nine psychosocial risks?
Inappropriate Workload
Most people when discussing this risk think of high-demand tasks or high workloads that require long work hours or a lot of effort (mental, emotional, physical or all three) however low job demands also carry a risk. Highly repetitive or monotonous tasks can present the same risks as highly demanding tasks.
Low Recognition
An imbalance between an employees' efforts and recognition or rewards is one form this risk may be present in the workplace. It is important that employees are provided positive feedback and opportunities for skill development.
Poor Change Management
This occurs when there is not enough consideration, consultation, communication or practical support in times of transitions such as downsizing, relocating or other major changes. The potential health, safety and performance impacts must be reviewed with effective consultation to minimise the size of this hazard.
Poor Management Support
This is insufficient or inappropriate support in the form of constructive feedback, problem solving, practical assistance as well as the information or resources available.
Low Job Control
This lack of control can be over aspects of the work such as how and when a job is done. The control may not be held by a manager or supervisor, it may also be controlled by a machine or computer that determines the pace. Some of the most detrimental ways this risk may be present are workers being unable to refuse working with aggressive individuals or having limited options for daily living scheduling.
Poor Role Clarity
Uncertainty or frequent changes to tasks and work standards presents a risk to the workers' well-being. However this particular risk can also present as conflicting job roles or expectations particularly if managers disagree about priorities.
Poor Workplace Relationships
This can occur in many forms such as workplace bullying, aggression, harassment, gendered violence, discrimination or other unreasonable behaviour. This risk to employee well-being can be posed by colleagues, supervisors or clients.
Poor Working Environment
Exposure to poor-quality or hazardous working environments can be as equally dangerous for the physical health of an employee as it is mentally.
Traumatic Events
Traumatic events are common in groups such as first responders, health care workers and emergency services personnel however all workplaces must ensure minimise the risk of an employee being exposed to abuse, threat of harm or actual harm.
How do Australian workplaces rate in psychosocial risk?
Each year SuperFriend releases a national report of indicators of thriving workplace. The report compiles responses from more than 10, 000 Australian workers from a variety of industries, roles and demographics to create a picture of the health of Australian workplaces in terms of psychosocial risk rating and other factors. While the data indicates an average score just below medium risk levels, there is still work to be done to achieve thriving workplaces.
How to address psychosocial risk?
Engagement Edge uses conscious engagement change management and leadership training to measure the workplace health and develop a tailored program to improve culture.
Using measurement tools that focus on 5 key domains, we identify coaching needs to transition teams to embrace change and develop a dynamic mindset.
1. Connectedness
Looking at the interpersonal relationships between employees. The foundation of high-quality relationships starts with teamwork, collaboration, trust and psychological safety.
2. Behaviours
The unique unwritten rules that govern the actions of a employees in a workplace and creates norms and routines of unaccepted and accepted behaviours. In positive environments you will see increased engagement and organisational effectiveness.
3. Capability
An environment that puts tools and systems in place where workers can develop skills improves their mental health and wellbeing.
4. Leadership
If leaders have the resources and skills to effectively support their workers, they can develop a coaching mindset.
5. Policy
Policies and documented guidance help provide clear decision making and bring benefits to mental health and business outcomes.
Mentally healthy workplaces are much better at helping workers deal with change.
Common approaches to support workers through change
Co-design: Ask for input
Open Communication: Consistent, visible messaging
Tailor the solution to consider the human side of change
Listen to ideas
Adjust the pace to suit the specific environment
Learn more about how to implement initiatives to support healthy cultures.