Line managers play a pivotal role in ensuring an organization's adherence to recent laws concerning psychosocial risks in the workplace.

Often the first to notice signs of stress, burnout, or other psychosocial issues among team members, they are instrumental in fostering a supportive work environment. 

In this workshop we discussed the role line managers play in ensuring your organization complies with the new health and safety legislation on psychosocial hazards. 

Understanding Psychosocial Hazards and Risks

A psychosocial hazard is a hazard that arises from or relates to:

• the design or management of work
• a work environment
• plant at a workplace (e.g. machinery, equipment)
• workplace interactions and behaviours

and may cause psychological harm, whether or not the hazards may also cause physical harm.

_{Source: Workplace Health and Safety Queensland (2022). Managing the risk of psychosocial hazards at work – Code of Practice}

A psychosocial risk is the likelihood that a psychosocial hazard will have a negative impact on employee psychological and/or physical health and safety.

Key Sources of Psychosocial Risks:

• Work Relationships: Interpersonal conflicts or poor dynamics within teams.
• Work Design: Tasks that are unclear or lack autonomy, causing stress and dissatisfaction.
• Equipment and Systems: Inadequate tools or technology that hinder efficient work performance.
• Work Environment: An organizational culture that does not promote or support mental well-being.

_{Source: Workplace Health and Safety Queensland (2022). Managing the risk of psychosocial hazards at work – Code of Practice}

Regulatory Context - Australia

_{*Disclaimer: This information is intended for general awareness purposes only. You are required to get acquainted with all the legislation pertaining to your jurisdiction and all its requirements.}

 _{Links to resources below:}

• _{Code of Practice: Managing Psychosocial Hazards at Work NSW (2021)}
• _{Occupational Health and Safety Act VIC 2004}
• _{Code of Practice: Managing the Risk of Psychosocial Hazards at Work QLD (2023)}
• _{Code of Practice: Psychosocial Hazards in the Workplace WA (2023)}
• _{Changes to the regulations under the Work Health and Safety Act 2012 SA (2023)}
• _{Code of Practice: Managing Psychosocial Hazards at Work TAS (2023)}
• _{Psychosocial Regulations NT (2023) in line with the model Code of Practice: Managing Psychosocial Hazards at Work}
• _{Code of Practice: Managing Psychosocial Hazards ACT (2023)}

Regulatory Landscape New Zealand - Snapshot

• Health and Safety at Work Act 2015
• Employment Relations Act 2000 

_{*Disclaimer: This information is intended for general awareness purposes only. You are required to get acquainted with all the legislation pertaining to your jurisdiction and all its requirements.}

Implementing Psychosocial Risk Management Frameworks

Effective management of psychosocial risks requires a structured approach, incorporating both legislative frameworks and internal policies that focus on prevention.

Hierarchy of Controls:
This framework, traditionally used for physical hazards, is equally effective for managing psychosocial risks. It includes:

• Elimination: Removing the risk entirely, such as altering high-stress work practices.
• Substitution and Engineering Controls: Modifying processes to reduce stressors.
• Administrative Controls: Implementing flexible work schedules or clear job roles.
• Personal Protective Equipment: Providing resources like access to counseling or mental health days.

The Crucial Role of Line Managers

Line managers are on the front lines of psychosocial risk management. They are instrumental in identifying hazards, communicating with employees, and implementing preventive measures.

Core Functions of Line Managers:

• Contribute to the ongoing identification of psychosocial hazards
• Contribute to ongoing reporting
• Contribute to the identification and implementation of effective controls

8 competencies for line managers:

• Understand what psychosocial hazards are and how they impact mental health
• Understand when the risk of compensation claims/stress leave arises and how to mitigate it
• Identify the signs of stress and poor mental health in staff and in themselves
• Have effective and regular conversations with staff about psychosocial hazards and mental health
• Set in place appropriate controls and interventions to manage workplace stress
• Put in place appropriate measure to manage one’s own mental health
• Understand the support available in the organisation, make use of it and share it with staff
• Enact positive behaviours that promote psychological health and safety