Three recent legal commentaries reveal something important about the evolution of workplace health and safety. They address different issues, from board governance to sexual harassment investigations and cumulative psychosocial hazards, but they all point to the same conclusion: employers are running out of opportunities to treat psychological health as an individual problem. We may be at the start of a work revolution.
Wellbeing programs and resilience training can support employees, but they aren’t a substitute for addressing workplace risks at their source. That was a key message from WorkSafe Victoria’s webinar on psychological health and safety for small and medium businesses.
The legal profession has spent decades asking why lawyers are burning out, becoming depressed and leaving practice. The newly released Mental Health and Wellbeing in Legal Workplaces: A Global Guide may have inadvertently provided the answer. As is becoming clear elsewhere, the “mental health crisis” is less a psychological problem than an organisational and systemic one, even in a profession with a strong institutional culture, high legislative awareness and a sense of sophistication.
The release of Safe Work Australia’s Best Practice review left me wondering whether Australian work health and safety policy has reached regulatory overreach, or whether it is finally catching up with the realities of contemporary work.
Much of the discussion has focused on the report’s individual recommendations. What interests me more is an assumption that seems to underlie almost every recommendation: that occupational health and safety (OHS) should become the nation’s principal framework for preventing workplace harm in all its forms, not merely physical and psychological injury.
Recent Nordic research has dropped a number that should unsettle Australia’s safety regulators: fatal workplace incidents make up only 1% of work‑related deaths. If similar proportions apply here, our entire inspection and prevention model is pointed at the wrong end of the problem.
Australian employers continue to struggle to understand #psychosocial hazards and psychological harm. A lot of advice competes, conflicts and confuses. So, Michael Plowright and I are joining the effort to make sense of this #mentalhealthatwork challenge in a lively, plain-English way.
You may already follow me through this blog’s SoundCloud account, but this new four-episode podcast series – Safe Work, Real Talk – offers new plain-English perspectives and, we hope,m solutions, or at least pathways.
We’ll talk about #Leadership, what went wrong, what went right, the unhelpful conflict between #HR and #OHS, and return-to-work.
The first episode will be out shortly, with the remaining three episodes rolled out in support of National Safe Work Month.
If you have any questions about work-related psychosocial and psychological issues, email them to this link, and we will try to answer them “on-air”.
Occupational health and safety (OHS) has a habit of discovering a useful idea and then asking it to explain everything. (We are desperate for silver bullets.) Systems thinking seems to be the latest candidate. It offers a valuable way to examine how work is organised and how psychosocial harm emerges, but enthusiasm is beginning to blur an important boundary. Systems thinking is a method of seeing how workplaces operate, but Sociology helps explain what is being seen, who shaped it and why it persists.
