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Psychosocial Risk Series : HR vs Safety – Psychosocial Ownership
- 1. Psychosocial Risk Series Part 4 of 4: HR v Safety Roles Joanna Hull Director, Hull Consulting 1. ISO 45003 vs Model Code of Practice 17 Oct 2. Change Management 26 Oct 3. Opening up the Conversation 9 Nov 4. HR vs Safety 16 Nov Rebecca Crompton Director, Fefo Consulting
- 2. TEAM CLIENTS REACH OUTCOMES About FEFO Consulting Health and Safety Index Statistically reliable >0.9 Credible lead indicators benchmarks Integrated Health AND Safety 2 info@fefo.com.au | fefo.com.au
- 3. 3 #2 Change Management 4-Part Webinar Series #4 Roles: HR vs WHS #3 Opening the Conversation Hull Consulting #1 Psychosocial Factors
- 4. Poll Are your Safety and HR Teams aligned when responding to psychosocial risks and incidents? • Yes • No • Sometimes, but it is clunky 4
- 5. Current state in our workplaces Recent data from SWA on mental health conditions 2020-21 (from Key WHS Statistics Australia 2022) Median time lost per claim for mental health conditions is 30.7 working weeks per serious claim compared to 6.2 working weeks per serious claim for physical injuries and diseases. Mental health conditions account for a small but increasing proportion of serious claims rising from 6% in 2014-15 to 9% in 2020-21. Frequency rate of 9.3 serious mental health claims per million hours worked in Australia – total injury illness equates to 6.5. The median compensation paid for a mental health condition was $55,270 per serious claim, compared to $13,883 for physical injuries and diseases. 58% of mental health conditions were sustained by females and 42% by males. Estimated 3.5million Australians have mild to moderate mental health issues. 5
- 6. Health and Safety Index - Indicators 6 Psychosocial Hazards 85% 80% 65% 64% 56% 53% Support from Leaders Work Flexibility & Control Bullying & Harassment Communication Change Management Job Demands
- 7. Job Control Psychosocial hazards are an opportunity to enable good health 7 Change Management Job Support Role Clarity Remote Work Bullying Recognition Cognitive Demands Work Balance Traumatic Events Substance Burnout Sleep Pain Medical Treatment Work Environment
- 8. An opportunity to integrate business and functional strategies to create a workplace that attracts, retains and engages talent 8 Business HR Safety
- 9. Complaints Incidents Absenteeism Turnover Identifying psychosocial risks Surveys Psychosocial Risk Identified Jointly explore and respond Field Inspections Exit Interviews Leader feedback 9
- 10. 10 Responding psychosocial risk events Collaborative risk based approach Fair & Transparent Process – Timely investigation to ensure due process Make Safe Consult & Collaborate Investigation Method Respond & Resolve Learn Occurrence Guidance material: Safe Work Australia Code of Practice | July 2022
- 11. Old New Over reliance on promotion, e.g. posters without effective action Not an “LTI”! Investigate in isolation Ignore complaints, blame & judge Targeted approach focussed on risk controls Focus on making people safe HR & Safety collaborate with operations Respond and learn approach Responding to Psychosocial risk 11
- 12. 1 of 4 Identify psychosocial hazards 2 of 4 Prepare for change 3 of 4 Create acceptance 4 of 4 Collaboration across functions Reflections: 4-Part Webinar Series Reflections 12 Safety HR
- 13. Download Guide Free Guide Comparison ISO 45003 vs Model Code of Practice: Managing Psychosocial Hazards at Work TBC Psychosocial 4-Part Webinar Series Refer to myosh Academy Book a Demo Online surveys enabling organisations to measure, focus an act on improvements that matter! info@fefo.com.au | fefo.com.au Webinar Series Full Recordings Additional Information 13
- 14. SAFETY & ENVIRONMENT STRATEGY HEALTH & SAFETY SURVEYS TRAINING & LEADERSHIP DEVELOPMENT MANAGEMENT SYSTEMS SAFETY IN DESIGN FEDERAL SAFETY COMMISSIONER CHAIN OF RESPONSIBILITY EVENT SAFETY HEALTH & WELLBEING P S Y C H O S O C I A L R I S K A S S E S S M E N T S S T R AT E G Y T E A M / J O B D E S I G N S Y S T E M S A N D P R O C E S S E S T R A I N I N G P S Y C H O L O G I C A L I L L N E S S I N V E S T I G AT I O N S RISK & ASSURANCE BUSINESS RISK DUE DILIGENCE CRITICAL RISK MANAGEMENT CONTRACTOR MANAGEMENT INVESTIGATIONS AUDIT & ASSURANCE 14 Subscribe Email Phone Website
Editor's Notes
- FEFO Consulting are a team of people focussed on risk, safety, health & wellbeing expertise and partnering with subject matter experts when we need to. Most of you are likely aware we also have the Health and Safety Index – which integrates both Health and Safety – not just the traditional Workplace safety. Health is of topic today and will take a look at some of the benchmark data as it relates to Psychosocial risk
- This is the last of the 4 part series on Psychosocial risk The FEFO Team started in mid October looking at Psychosocial factors and taking a look at the differences in ISO45003 and the Code of Practice and how to best utilise them as we navigate Psychosocial risk in our workplaces The second webinar we heard from Claire at Levant Consulting which provided some great insights into how to proactively think about and lead change in your organisations. Last week we then heard from the fabulous Vicky Worland at Gotcha for Life to open up the conversation on mental fitness. Being open with our village – both at work and at home. Today Fefo have partnered with Joanna Hull from Hull Consulting to look at how as safety professionals we can partner with HR. I have previously worked in a Safety role with Joanna as my HR equivalent and support, working together was fantastic - and times where we really stretched each other’s thinking with our different perspectives. What I valued most in collaborating with Jo in a HR role, was when we were challenged in our thinking Jo was able to anchor everything back to our People – be it employees, managers and leaders really being the heart of what we were trying to achieve which in many respects complimented my process and risk based approach as a safety professional – this along with her skills in navigating and supporting to ensure we followed a fair and just process. Which sometimes meant frustration at slowing things down so ultimately we can achieve beneficial outcomes for all involved. Welcome Jo
- Jo - where do you think your experience where think this poll will land
- To provide some context to “the why in this space” In Australia there is an estimated 3.5 million Australians who have mild to moderate mental health issues Businesses are also responding to the new and changing legislation as it relates to Psychosocial risk Took a review of the data released by SWA on the 7th Nov Key highlights in this report – validated and provided data confirming the issues in many of our workplaces Mental Health claims cost almost 4 times more than physical claims Time lost for a mental health condition is almost 4 times the amount of time off compared to physical claims This data supports what many of us know and validates what we know - Cost and duration of claims are substantially higher than physical claims,
- Interestingly the benchmark data from H & S index indicates Health and Wellbeing overall continues to be the lowest performing aspect across the 4 areas which also include Leadership, Engagement, Systems The data on the screen relates to information we extracted from the H & S Index from the Health & Wellbeing An example from the data has indicated Issue around job demands and having realistic time pressures along with workers being consulted about planned workplace changes and how they affect them which is interesting – In contrast to support from leaders – meaning many workers feel comfortable having conversations with their Supervisors But potentially there are other organisational factors at play that can be addressed . Questions that relates Support from Leaders 85% I can talk to my supervisor about issues that are impacting me. Work Flexibility & Control 80% I have the right level of freedom to get my job done. Bullying & Harassment 65% I have been subjected to or witnessed unjustified criticism, verbal abuse, humiliation or other forms of workplace bullying. Communication 64% I feel comfortable talking to my work colleagues about mental health & wellbeing. Change Management 56% I am consulted about planned workplace changes and how they will affect me. Job Demands 53% I have realistic time pressures.
- There are many psychosocial hazards that we discussed in the first webinar that are reflective in the code of practice and ISO 45003. These can be a maze to navigate what is relevant in your business. Jo - Are there any key areas or trends relating to these factors you are seeing that are greatly impacting an organisation?
- If you break it down, HR and Safety are 2 functions both focussed on people, simply there has to benefits and efficiencies in coming together There is the sweet spot in the middle where things cross over – psychosocial risk being one of them. The watch out is we sit together and pat ourselves son the back without engaging operations Jo Q - How do you see some of the benefits in bringing this together; Increased leader capability to support psychologically safe workplace Improved experience for employees Balance and alignment in managing people risk What would be an example of bringing the functions together in this circle From your perspective how you best support people in a business generally and as it relates to psychosocial risk What areas do you see in the “sweet spot” where Safety and HR coming together to address this risk in a business?
- JO With previous info in mind - Start at the source What does it mean We both are going to see and be exposed to information that tells us there is a risk Safety team becoming aware of complaints Incident and trend reviews Absenteeism data Between us there are a lot of information points of where we should be looking Joint approach to interrogate and respond is how we bring the collaboration together Provides full picture We come together to understand the risk and then respond More cohesive experience
- Taking a deep dive tactically on how business can respond and investigate psychosocial events Jo can you talk us through how things were in place traditionally to manage respond and manage this risk? Other facts that are relevant here A formal investigation may not always be the most effective option. The earlier issues can be identified and addressed, the less likely a formal and complex investigation will be required. An external investigator may be required if an impartial internal investigator is not available, for example where a matter involves a senior manager. Where these behaviors breach employment codes of conduct or professional standards you may require a separate investigation into these breaches as a disciplinary matter, as well as a systematic work health and safety investigation looking at any hazards present and ensuring they are controlled.
- There is such a great opportunity to partner with HR in managing psychosocial risks. Traditionally ……. Future state …. Focus on making controls effective As an example - Posters V Job design – look at root cause of the problem
- Remember… Your people / workforce are at the heart of your organisation. Know and understand your policies and procedures so you can jointly support your people. Talk to your HR partner – start the discussion on how you can work together proactively to respond to psychosocial risks in your organisation. Ask your leaders do they feel like they are aligned. Jo Q - Where should a safety professional start in their approach to collaborating with their HR partners?