Category: wellbeing

The Real Reasons Workload Harm Persists in Modern Workplaces

This year, the International Labour Organisation (ILO) has released excellent information on psychosocial hazards at work to support the World Day for Safety and Health at Work. (Australian researchers seem to have been instrumental in the report) I read the report, looking for more upstream concerns, such as political and socioeconomic factors that lead employers to create or allow work overload, the most significant contributor to work-related stress. This is what I found.

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The Legacy of Denial That Still Haunts Psychosocial Hazard Management

In the mid‑1970s, I arrived at Dandenong High School still clinging to the small importance I’d felt as a primary‑school Prefect. That confidence evaporated the day a student yelled “bums to the wall” as Science Teacher and Year 7 Coordinator Tim Richardson walked past. I didn’t yet know what a paedophile was, but Richardson would not be prosecuted for sexual offences until 2018, dying in jail a year later.

This experience reflects a broader cultural pattern of denial that still shapes how organisations respond to psychosocial hazards today. Australian companies, executives and employers are grappling with “new” duties to prevent psychological harm, yet Richardson’s story shows just how long our institutions have excused what should never have been excused.

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Professional Sport as a Workplace: Elijah Hollands, Mental Health, and Employer OHS Duties

Most countries and regions seem to have a sport of cultural significance. Australia has several, but all professional sports are played in workplaces, the players are employees, and the sporting clubs are employers. Most have a supervisory and administrative body. Recently, an Australian Rules Football player, Elijah Hollands, displayed signs of a mental health condition during a match. Some spectators noticed that “something was wrong”; some players noticed this at the time, but Hollands played three-quarters of the game, offering only one direct contribution to play, before he was taken off, to only return later in the last quarter. The ABC and 7News provide a good background to the situation

The questions that remain unanswered are why Holland’s employer did not remove a clearly unwell player earlier, and whether the Carlton Football Club breached its duty of care.

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Solving Psychosocial Harm at Work: The Upcoming Global IAWBH Conference in Canberra

Workplace bullying, harassment and other psychosocial risks are no longer fringe issues – they are central to how we think about safety, fairness and dignity at work. One forum that has been shaping this conversation for more than two decades is the International Association on Workplace Bullying and Harassment (IAWBH) and its much‑anticipated biannual conference. This year’s event brings researchers, regulators and practitioners together in Canberra to tackle some of the most difficult problems in working life, with a strong emphasis on practical solutions, especially pertaining to sexual harassment and gender-based violence.

Professor Carlo Caponecchia, who is presenting at the conference, made some time for a couple of questions.

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Why Blood Tests Won’t Fix Burnout in Roles Designed to Harm

The most effective way to prevent psychological harm at work is to redesign work and its systems, especially the workload. What is often overlooked is the need to redesign the workload of and the expectations we have for senior executives. The Australian Financial Review published an article on this issue, drawing on the personal experience of marketing executive, Roni Millard.

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Australian Advice for Eliminating Psychological Harm at Work

It still surprises me that treating work‑related mental harm as something prevented through job design, rather than as a personal failing, is seen as a revelation. Humans are infinitely variable, if not from genetics, then from our socialisation. Humans may still be considered as little more than interchangeable parts in a production process, but only if one denies their humanity.

[Editor’s Note: This article uses blunt language to describe a reality many workers experience but struggle to name. It does not encourage impulsive resignations or dismiss the importance of organisational duty under OHS law. Rather, it recognises that when employers refuse to address psychosocial hazards, workers may be forced to prioritise their own health. Leaving a job should never be the first control considered—but for some, it becomes the only effective one available.]

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Why Leadership Empathy Is Not Enough to Prevent Psychosocial Harm

In 2000, Graeme Cowan‘s world collapsed after the “dot-com crash“, leading to an attempt to end his own life. His new book, “Great Leaders Care: Developing Safe, Resilient and Successful Teams“, is an analysis of the consequences of those times and the tools he discovered to stabilise his mental health. There are two clues to his intended audience in the title – “Leaders” and “Teams”. “Leaders” gets his book onto the management and self-help shelves in bookshops and airports. “Teams” flags its Human Resources category. Occupational Health and Safety (OHS) readers may find this book interesting but largely unhelpful.

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