In New Zealand, effectively managing psychosocial risks should be integrated into existing workplace health and safety frameworks. The Australian WHS Strategy offers valuable insights that can be adapted to local contexts. Here’s what a blueprint for integrating psychosocial safety into broader workplace safety practices in New Zealand could look like:
1. Clear Leadership and Commitment
Organisational leaders should champion psychosocial safety as part of their broader commitment to workplace health. This includes embedding psychosocial safety into the company's health and safety policies and strategic plans. Leaders must be trained to recognise psychosocial risks and address them as proactively as they would physical risks.
2. Comprehensive Risk Assessments
Organisations should include psychosocial factors in their standard risk assessments. Just as hazards like trip hazards or machinery risks are identified, psychosocial risks such as high workloads, low control, poor support, bullying, and workplace conflict should also be systematically assessed. This can involve regular surveys, employee interviews, and ongoing monitoring to capture shifts in workplace culture and stress levels.
3. Integrated Incident Reporting and Response Systems
Psychosocial risks need to be included in incident reporting mechanisms. Employees should be encouraged and supported to report not only physical safety incidents but also instances of stress, bullying, or harassment. These reports should be investigated with the same rigour as physical safety incidents, and responses should include immediate support (e.g., counselling) and longer-term solutions (e.g., changes in workplace culture).
4. Training and Education Programs
Developing training modules that educate all levels of staff on psychosocial safety is crucial. This could involve workshops on managing stress, handling difficult conversations, and fostering a positive team culture. Additionally, managers and HR teams should be equipped to identify early signs of psychosocial risks and take preventive actions.
5. Tailored Support and Interventions
Psychosocial safety strategies should be tailored to the specific needs of different organisations and their unique challenges. For example, sectors with high levels of stress or frontline service work may need more focused interventions. This could include employee assistance programs (EAPs), peer support initiatives, or dedicated mental health resources.
6. Ongoing Monitoring and Review
Psychosocial risk management should not be a one-off initiative but an ongoing process. Organisations should regularly review their policies and practices to ensure they remain relevant and effective. This involves setting measurable goals for reducing psychosocial risks, conducting periodic audits, and using data-driven insights to refine approaches.
7. National Standards and Compliance
New Zealand could benefit from adopting standards similar to Australia's, with clear guidelines for managing psychosocial risks across different industries. Aligning with international frameworks like ISO 45003 can provide a structured approach to integrating psychosocial safety within existing health and safety practices. This would also set a national baseline, ensuring consistency and quality across all workplaces.
Why New Zealand Should Take Action
Integrating these practices can lead to healthier, more productive workplaces. With statistics showing that 42.4% of workers face high psychosocial risks and over 75% of organisations consider stress a major issue, it's clear that addressing these factors is critical. By adopting a comprehensive, evidence-based approach, New Zealand businesses can reduce absenteeism, enhance employee well-being, and ultimately create safer and more resilient workplaces.
As New Zealand continues to evolve its health and safety laws, following this blueprint could position the country as a leader in workplace mental health and well-being, aligning with global best practices while addressing local needs.
Comments