Comments on: How to respond when employee surveys reveal work health and safety risks

By: Jo May

Jo May — Fri, 26 Jul 2024 00:09:13 +0000

In reply to Louise Davidson. Human rights complaint and/or discrimination with AHRC. Event triggered by management. Danger Will Robinson. If it looks like a witch hunt, it is a witch hunt. Having been the employee and gone through a like situation, lawyering up is the only option. Let the employer know the employee knows their rights. The employee may have to leave, but at least leave with some cash. A media splash is the ultimate.

By: Louise Davidson

Louise Davidson — Thu, 25 Jul 2024 00:21:03 +0000

What is the legal implications where an employee has an underlying bipolar illness, well managed, and a psychotic episode is triggered from management psychosocial behaviour towards that employee. This is followed by the sick employee suspended and threatened with code of conduct. An investigation into the employee’s complaint about management is conducted, the employee is not interviewed and the matter is closed. However, management is proceeding with the code of conduct.

By: Beverley Sutherland

Beverley Sutherland — Mon, 22 Jul 2024 03:00:18 +0000

In my experience, surveys that directly address the psychosocial hazards identified in the legislation are highly beneficial. Leaders can then tap into the collective wisdom of their teams to assess risk levels associated with any identified hazards, and to develop and review controls or mitigations. Beyond asking questions and listening, leaders need to proactively monitor for signs of psychological safety risks, such as people not speaking up or participating. Shifting the focus toward prevention requires a mindset shift, and leaders need support to do this as they themselves often face considerable pressure from system stressors. This transition involves moving from an “either/or” mindset to an “and” approach, balancing results and employee wellbeing.