Psychosocial hazard #8 – Traumatic events or material

Psychosocial hazard #8 – Traumatic events or material

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Psychosocial hazard #8 – Traumatic events or material

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The next psychosocial hazard that is listed in Safe Work Australia’s Model Code of Practice on Managing Psychosocial Hazards at Work is “traumatic events or material”.

Why is traumatic events or material a psychosocial hazard?

This hazard is about workers who witness, investigate or are exposed to traumatic events or material. A person is more likely to experience an event as traumatic when it is unexpected, is perceived as uncontrollable or is the result of intentional cruelty. This includes vicarious exposure and cumulative trauma.

Some questions that you might ask to assess whether there are any low job control related psychosocial hazards in your workplace include:

  • Do workers witness or have to investigate a fatality, a serious injury, abuse, neglect or serious incident?
  • Are workers exposed to seriously injured or deceased persons?
  • Are there situations where workers experience fear or extreme risks due to a motor vehicle or workplace accident or a crime like an armed robbery or assault or murder?
  • Do people’s jobs require them to deal with natural disasters, terrorism or war and be exposed to their effects in the course of their work?
  • Do workers support people who are victims of painful or traumatic events?
  • Does a worker’s job involve viewing, listening to or reading descriptions of painful or traumatic events experienced by others?
  • Are there any exposures to events which bring up traumatic memories?

This list is not exhaustive and while we have based these posts on the model code produced by Safe Work Australia, there can be differences in the specific details for each State or Territory. So you need to check that in the jurisdiction in which your workplace lies.

Need help?

Give us a call on 0438 533 311 to arrange your free first consultation to see how we can help with advice and support on this or any other HR matter.

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ABN : 24 091 644 094

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0438 533 311

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Psychosocial hazard #7 – Poor organisational justice

Psychosocial hazard #7 – Poor organisational justice

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Psychosocial hazard #7 – Poor organisational justice

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The seventh psychosocial hazard that is listed in Safe Work Australia’s Model Code of Practice on Managing Psychosocial Hazards at Work is “poor organisational justice”.

Why is poor organisational justice a psychosocial hazard?

This hazard involves a lack of procedural justice (fair processes to reach decisions), informational fairness (keeping people informed) and interpersonal fairness (treating people with dignity and respect). Some questions that you might ask to assess whether there are any psychosocial hazards related to poor organisational justice in your workplace include:

  • Are there any failures to respect peoples’ privacy or to protect confidentiality of their personal information?
  • Are there cases where a worker’s performance is openly discussed in front of other people?
  • Are there any instances of people’s information being used for purposes other than that which the information was provided for?
  • Are any policies unfair or biased or do they deny any workers their rights?
  • Are policies applied inconsistently or in a biased way creating inequalities?
  • Does the organisation fail to recognise and accommodate the reasonable needs of workers?
  • Are there occurrences of actual or alleged cases of underperformance, misconduct and harmful behaviour that are not addressed appropriately or at all?
  • Are there inequalities in the allocation of work or shifts or opportunities that are discriminatory or unfair?
  • Are there different rules for different categories or groups of workers?
  • Are there inadequacies in policies and procedures compromising the capacity to make fair decisions on employment matters?

This list is not exhaustive and while we have based these posts on the model code produced by Safe Work Australia, there can be differences in the specific details for each State or Territory. So you need to check that in the jurisdiction in which your workplace lies.

Need help?
Give us a call on 0438 533 311 to arrange your free first consultation to see how we can help with advice and support on this or any other HR matter. 

CONTACT US

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ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

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Psychosocial hazard #6 – Inadequate reward and recognition

Psychosocial hazard #6 – Inadequate reward and recognition

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Psychosocial hazard #6 – Inadequate reward and recognition

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The next psychosocial hazard that is listed in Safe Work Australia’s Model Code of Practice on Managing Psychosocial Hazards at Work is “inadequate reward and recognition”.

Why is inadequate reward and recognition a psychosocial hazard?

This hazard involves jobs where there is an imbalance between workers’ effort and recognition and rewards, both formal and informal.

Some questions that you might ask to assess whether there are any psychosocial hazards related to inadequate reward and recognition in your workplace include:

  • Do people get unfair negative feedback or criticism or get blamed for things that they have no control over or where they do not have the training, resources or support they need?
  • Do people not get the feedback that they need to understand and address improvements needed in their work performance or behaviour?
  • Do people not get positive feedback and due recognition for the contributions that they make in their roles, in their teams and in the organisation as a whole?
  • Is there favouritism or nepotism or any other unfair, biased or inequitable distribution of rewards and recognition?
  • Are people not receiving their due entitlements under workplace laws?
  • Do people not get reasonable opportunities for development?
  • Are peoples’ skills and knowledge and performance achievements not recognised eg are they subject to an unnecessary level of supervision given their capabilities?

This list is not exhaustive and while we have based these posts on the model code produced by Safe Work Australia, there can be differences in the specific details for each State or Territory. So you need to check that in the jurisdiction in which your workplace lies.

Need help?

Give us a call on 0438 533 311 to arrange your free first consultation to see how we can help with advice and support on this or any other HR matter.

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

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Psychosocial hazard #5 – Poor organisational change management

Psychosocial hazard #5 – Poor organisational change management

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Psychosocial hazard #5 – Poor organisational change management

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The fifth psychosocial hazard that is listed in Safe Work Australia’s Model Code of Practice on Managing Psychosocial Hazards at Work is “poor organisational change management”.

Why is poor organisational change management a psychosocial hazard?

This is organisational change which is poorly planned, communicated, supported or managed.

Some questions that you might ask to assess whether the way that organisational change is managed in your workplace is poor and constitutes a psychosocial hazard are:

  • Are workers genuinely consulted about changes that affect them?
  • Are workplace health and safety considerations assessed and addressed in the change management process?
  • Are impacts on the performance of work in transition (eg when people are learning new skills or there is disruption due to building or commissioning new facilities or changes in systems and processes) or ongoing given due consideration and appropriate adjustments made?
  • Are changes poorly planned with no clear objectives or roles or process or timelines?
  • Are changes communicated to people in a timely and informative manner so as to prevent speculation and rumours?
  • Is sufficient information on the reasons for and effects of changes provided so that people can understand and engage with them?
  • Are people provided with appropriate and adequate training and time to learn new tasks or to use new systems or to apply new processes?

This list is not exhaustive and while we have based these posts on the model code produced by Safe Work Australia, there can be differences in the specific details for each State or Territory. So you need to check that in the jurisdiction in which your workplace lies.

Need help?

Give us a call on 0438 533 311 to arrange your free first consultation to see how we can help with advice and support on this or any other HR matter. 

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

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Psychosocial hazard #4 – Lack of Role Clarity

Psychosocial hazard #4 – Lack of Role Clarity

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Psychosocial hazard #4 – Lack of Role Clarity

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The fourth in the list in the Model Code for Managing Psychosocial Hazards at Work is “Lack of role clarity”.

Why is lack of job clarity a psychosocial hazard?

This hazard arises from people being subject to unclear, inconsistent or frequently changing roles, responsibilities or expectations and not having clear and accurate information. 

Some questions that you might ask to assess whether there are any lack of role clarity related psychosocial hazards in your workplace include:

  • Are people properly inducted into the organisation, their team and their role  or do they have to try to work it out by themselves?
  • Are there inconsistencies in work allocations and/or overlap in responsibilities between workers which make people confused about who is supposed to do what?
  • Do people receive instructions from multiple people and are not clear about who they report to?
  • Are there mixed messages or inconsistencies in communications on performance standards or do those standards seem to change from day to day or depending on who you talk to?
  • Is there adequate information on work processes or do people have to work it out for themselves?
  • Do people lack understanding of why work processes are designed as they are?
  • Are there inconsistencies in how people’s individual performance and behaviour is managed that confuses people about what the performance standards are?
  • is there a lack of clarity about work priorities (e.g. which tasks or stakeholder relationships are most important)? 

This list is not exhaustive and, while we have based these posts of the model code produced by Safe Work Australia, there can be differences in the specific details for each State or Territory. So you need to check that in the jurisdiction in which your workplace lies.

Need help?

Give us a call on 0438 533 311 to arrange your free first consultation to see how we can help with advice and support on this or any other HR matter. 

 

 

CONTACT US

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ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

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Time to get serious about sexual harassment

Time to get serious about sexual harassment

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Time to get serious about sexual harassment

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In December 2022, a new positive duty on employers and persons conducting a business or undertaking (PCBUs) to eliminate workplace sex discrimination and harassment commenced.

The Anti-Discrimination and Human Rights Legislation Amendment (Respect at Work) Act 2022 (Cth) amended the Sex Discrimination Act 1984 (Cth), introducing a positive duty on employers and PCBUs to eliminate:

  • workplace sexual harassment, sex discrimination and sex-based harassment;
  • conduct that amounts to subjecting a person to a hostile workplace environment on the ground of sex; and
  • certain acts of victimisation.

Now employers and Persons Conducting a Business or Undertaking (PCBUs) have a legal obligation to take proactive and meaningful action to prevent all of the above offending behaviours from occurring in the workplace or in connection to work.

This is a big step up from what had been the case where it was a complaints-driven process – action was only required if someone made a complaint after the fact ie after the sexual harassment had already occurred.

Respect@Work  

The Australian Human Rights Commission has established a website with lots of resources to help organisations to learn about sexual harassment and what the positive duty means. See https://www.respectatwork.gov.au.

The first step in the process of exercising your positive duty is to actually understand what the issues are and what your obligations to exercise the positive duty mean in practice. You then need to conduct a risk assessment to ascertain whether there are any risks that need to be eliminated or controlled relative to sexual harassment and the other offensive behaviours noted above.

Above is the risk management model published via Respect@Work which is an adaptation from Safe Work Australia’s model for managing work health and safety risks.

There are two points with this which are important to note:

  • Workers must be consulted at every step in the process and the best results will be obtained by educating and engaging them in the mission to eliminate sexual harassment from your workplace; and
  • This is a continuous process – not something that you just do once and then you have ticked the box. The positive duty means that you must keep assessing risks and the effectiveness of control measures and making necessary adjustments on an ongoing basis.

Please note that sexual harassment also features as one of the psychosocial hazards in respect of which Australian organisations are progressively being required to deal with as a workplace health and safety positive duty.

What is sexual harassment?  

 Australian law states that sexual harassment occurs when:

  • a person makes an unwelcome sexual advance, or an unwelcome request for sexual favours, to the person harassed; or engages in other unwelcome conduct of a sexual nature in relation to the person harassed;
  • in circumstances in which a reasonable person, having regard to all the circumstances, would have anticipated the possibility that the person harassed would be offended, humiliated or intimidated.

Examples of behaviour that constitutes sexual harassment include:

  • inappropriate physical contact;
  • intrusive questions about a person’s private life or physical appearance;
  • sharing or threatening to share intimate images or film without consent;
  • unwelcome touching, hugging, cornering or kissing;
  • repeated or inappropriate invitations to go out on dates;
  • sexually suggestive comments or jokes that offend or intimidate;
  • requests or pressure for sex or other sexual acts;
  • sexually explicit pictures, posters or gifts;
  • actual or attempted rape or sexual assault;
  • being followed, watched or someone loitering;
  • sexually explicit comments made in person or in writing, or indecent messages (SMS, social media), phone calls or emails—including the use of emojis with sexual connotations;
  • sexual gestures, indecent exposure or inappropriate display of the body;
  • unwelcome conduct of a sexual nature that occurs online or via some form of technology—including on virtual meetings;
  • inappropriate staring or leering;
  • repeated or inappropriate advances on email or other online social technologies.

In determining whether an advance, request or other conduct may be sexual in nature, the intention of the alleged harasser is not relevant. An advance, request or other conduct may be sexual in nature even if the person engaging in the conduct does not have a sexual interest in that person or is of a different sexual orientation to the person harassed.

Equally, the behaviour may be unwelcome to a person even if it is accepted or tolerated by others or is part of the culture of the organisation.

As to whether the behaviour offend, intimidates or humiliates someone, that also is a subjective test – it is about the how a person perceives and is affected by the behaviour and about how a reasonable person could expect that to happen.

What are the drivers of sexual harassment? 

There are 4 key drivers of sexual harassment noted on the Respect@Work website. They are:

  1. Condoning of sexual harassment against women (are these behaviours justified, excused or trivialised in your workplace?)
  2. Men’s control of decision making in public and private life (how well represented and how much of a voice do women have in management decisions in your workplace?)
  3. Rigid adherence to gender roles and stereotyped constructions of masculinity and femininity (in your workplace, are there any perspectives that some jobs are best done by men and some best done by women?)
  4. Male peer relations that emphasises aggression and disrespect towards women (in your workplace, is there a culture of sexist language or jokes or commentary that is disrespecting of women?)

The questions posed above are just a few of those you need to be asking.

The Exposures 

From December 2023, the Australian Human Rights Commission will be able to enter workplaces to inspect them for issues of sexual harassment and will be able to initiate prosecutions and penalties of offending employers.

Workplace Health and Safety authorities around the country are progressively becoming able to do likewise via legislation for PCBUs to have a positive duty to eliminate or control psychosocial hazards.

The Fair Work Commission already had a jurisdiction in which workers could seek orders to stop sexual harassment. As from March 2023, they also have a new jurisdiction where workers can take complaints of sexual harassment and seek compensation.

So, yes, it is time to get serious about stamping out sexual harassment.

Note: much of this content has been drawn from the Respect@Work website.

Need help?

  • Give us a call on 1300 108 488 to arrange your free first consultation to see how we can help with advice and support on this or any other HR matter

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

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TELL US WHAT YOU NEED HELP WITH