The Victorian Government plans to introduce legislation regarding psychosocial hazards, similar to that of all other Australian jurisdictions, by the end of 2025. But what workplace changes are expected when this new set of occupational health and safety regulations is enacted? Other States’ laws may provide clues.
We know what employers/leaders do or do not do about psychosocial hazards at work and the psychological impacts. But there is still insufficient discussion on why those leaders make those choices. Recently, Dr Caroline Howe came close to answering the “why” in a blog article for her Psychosocial Safety and Leadership Institute.
Safe Work Australia’s recent Research Summit conducted several workshops. Time allowed delegates to only attend two of the eight – a morning and an afternoon. The standout seminar I attended was for “Work as a determinant of our psychological health”.
The Australian Psychological Services has provided some excellent advice on what to look out for when arranging speakers for October, which is both Mental Health Month and National Safe Work Month.
A recent ABC podcast progressed the discussion of psychosocial hazards at work with important contributions from Amy Edmondson and Dr Rachael Potter. The debate highlights the persistent divide between occupational health and safety (OHS) and Human Resources (HR) regarding these insidious workplace hazards, underscoring the need to bridge this gap.
Last week, some of the Nine newspapers reported on a spate of departures (paywalled) from the Australian Prime Minister’s office. There is always a constant churn of political staffers, with regular movement between private enterprise and public service.
There are some sound economic reasons for leaving just after 12 months into a new government, and the departures are not indicative of a toxic workplace, but working hours in the Australian Parliamentary and political sector have been contentious recently. This latest newspaper article notes the role of working hours but, curiously, primarily in passing.
Business newspapers and websites often report on executives revealing their own burnout and how they have changed their lives as a result. The changes they make indicate their decisions that led to their mental health crises and epiphanies. But executives lead by example, so how many of the employees are emulating the executives’ mistakes? Shouldn’t the executives redesign their companies’ systems of work to prevent anyone else from suffering from burnout?
