Risk management for psychosocial hazards

Identifying psychosocial hazards involves finding all the hazards in the workplace. This includes both reported and non-reported hazards. It also involves understanding the possible harm the hazards may cause.

Employers must consult with employees and any HSRs when identifying psychosocial hazards. This includes by:

• Seeking employee reports about psychosocial hazards they may be exposed to in their work.
• Providing multiple ways to report, including anonymously, verbally or in writing.
• Having regular discussions with employees about any health and safety concerns. For example, through OHS committees or team meetings.
• In consultation with employees, reviewing roles that have ‘built-in’ exposure to psychosocial hazards.
• Seeking feedback on psychosocial hazards. For example, in structured employee exit interviews.

Ways to identify psychosocial hazards include reviewing:

• workplace data
• the workplace structure
• the working culture
• work systems, practices and policies
• the online working environment
• the physical working environment
• patterns of absenteeism and leave.

Hazard identification provides information about hazards in the workplace area you have reviewed. Different areas may require separate reviews. Keep a list of what the hazards were and their location. This will help ensure nothing is forgotten when deciding how to keep employees safe and healthy.

Risk assessment is a way to develop knowledge and understanding about psychosocial hazards, and how they present a risk to employees’ health and safety. It also helps ensure sound decisions about risk controls.

Risk assessments help employers work out:

• The seriousness of the risk, by considering the:
  • consequences for affected employees and others. For example, how the hazards are likely to affect them
  • likelihood of harm occurring.
• Which employees are at risk. For example, if risks are organisation-wide or apply to:
  • specific employees
  • groups of employees
  • specific work tasks.
• How multiple psychosocial hazards could potentially interact.

A risk assessment may not be needed if employers understand the risk and know how to control it. However, employers should carry out a risk assessment when:

• it is not clear if the psychosocial hazard may result in harm
• it is known that exposure to a psychosocial hazard is part of a job role and it is likely to cause harm
• it is not clear how hazards may interact to produce new, different or more significant harm
• there are changes planned that may affect existing risk controls.

People doing the risk assessment should have:

• information about the working environment and work processes
• knowledge and understanding of potential psychosocial hazards and risk factors.

Risk assessments must involve consultation with employees and any HSRs. Employers should use the information gathered when identifying hazards to help assess risks. You may also want to gather additional information at this stage. Your risk assessment should refer to this information and any other evidence you use to decide how to control risks.

Employers should ensure the people responsible for the risk assessment have the skills and knowledge required. You may need to provide training or seek assistance from a subject matter expert to help:

• analyse the evidence
• understand the psychosocial hazards and risks.

Doing a risk assessment

How a risk assessment is done may depend on the:

• nature of the psychosocial hazard
• working environment.

In a small workplace, a risk assessment may be as simple as regularly talking to affected employees and any HSRs. A more comprehensive process may be needed:

• for larger workplaces
• if risks associated with an identified or suspected psychosocial hazard are higher.

Some roles have ‘built in’ risks of exposure to particular hazards. To prevent harm, employers should:

• assess these risks
• proactively use effective risk controls.

Assessing risks is not a one-off action. It should be part of a continuous improvement process.

When assessing risks associated with a psychosocial hazard, consider the following questions:

1. What is the likelihood of exposure to the psychosocial hazard?
2. How severe are the consequences if employees are exposed?
3. Are some employees more likely to:
   • be exposed?
   • experience more severe consequences?

Psychosocial hazards and the appropriate risk controls will vary for every workplace and sometimes between groups of employees. This depends on the:

• Organisational context. For example, the:
  • type, size and location of the business
  • organisational structure and culture
  • environmental conditions
  • technology available
  • business activities, products and services
  • supply chains and contractual arrangements
  • employees’ skills and attributes
  • workplace relationships
  • economic pressures.
• Content of the work. For example:
  • organisation and management of the work
  • employees’ roles and responsibilities
  • activities required to deliver the product or service.

Risk assessments need to consider any interacting psychosocial hazards together, rather than in isolation. Employees may be exposed to multiple psychosocial hazards at the same time and it is likely that these hazards will interact. The more psychosocial hazards that are present, the more likely it is that harm will occur.

Assessing risks collectively may also help to identify more effective risk control measures.

Employers should consider using a validated psychosocial risk assessment tool where appropriate. One example is the ‘People at Work’ tool. They should then work through all the steps in the risk management process.

People at Work website

Factors that increase risk

When assessing risk, it is crucial to focus the most effort on psychosocial hazards that are likely to cause the most harm to employees. These could include:

• Where employees are exposed to the hazard for extended or prolonged periods.
• Where employees experience intense exposure to the hazard.
• Where employees are frequently exposed to the hazard.
• Where the risk is less likely to eventuate, but if it did the consequences would be very serious or catastrophic.
• Where there are multiple psychosocial hazards interacting to increase the risks.

Employers need to ensure that their risk management process considers any additional risk factors. These are factors that could put certain employees, or groups of employees, at greater risk of harm.

Risks must be eliminated, so far as is reasonably practicable. If risks cannot be eliminated, they must be reduced so far as is reasonably practicable. This can be achieved by altering:

• organisational culture
• the management or structure of work
• the design of work
• work systems
• the physical environment of the workplace
• the machinery, technology or other equipment used in the work.

Reducing risks requires the use of risk controls. Deciding on appropriate risk controls in consultation with employees and HSRs involves:

• Identifying the options to control risk. A risk may be controlled using a single measure. More likely, a combination of different controls will be needed to control the risk. Identify the combination of controls that provides the highest level of protection against the risk.
• Considering the most effective types of risk control options. Suitable options are the ones that most effectively eliminate or reduce risk so far as is reasonably practicable in the circumstances at the time.
• Implementing a risk control plan. Consider the priority (higher) risks in the working environment, and which types and combinations of risk controls will be most effective. Action these first.

Every working environment is different. When considering the suitability and effectiveness of risk controls, it is important to consider the:

• size and demographics of the workforce
• type of work being done
• location of the workplace. 

Employers also need to assess if:

• there are any existing controls in place
• these are effective
• there are additional or modified controls needed to control the risks.

This must be done in consultation with employees and any HSRs.

Reviewing actions helps employers to check whether risk control measures are working. It may also identify improvements or changes to, for example:

• the physical environment
• work procedures
• training.

Employers should review psychosocial hazard risk control measures:

• At a regular time based on the current risk – for example:
  • monthly after a reported incident
  • less often if there have been no reported incidents or significant changes in the work environment.
• When employee or HSR feedback or workplace data shows that:
  • risk control measures are ineffective or less effective than they should be
  • new risks are identified.
• When an HSR or a health and safety committee asks for a review.
• When there have been significant changes in the working environment or work tasks.
• After an incident or near miss.
• When state of knowledge changes. For example, when new research or evidence becomes available.

Employers should also regularly review and update workplace standards, policies and procedures to reflect:

• changes in legislation
• best practice
• feedback from employees and HSRs.

Controlling OHS hazards and risks: A handbook for workplaces