Read this article to gain insight into:
- A simple hierarchy for psychosocial controls
- A framework for designing and planning new controls
- How you as a leader could communicate this to your workforce to evidence commitment to psychosocial hazard management and set reasonable expectations
Hierarchy of Controls
Just like physical health controls, psychosocial controls must be documented in a hierarchy. However, the traditional physical hierarchy does not align with how psychosocial works. For example, Personal Protective Equipment is not typically applicable in a psychosocial context.
myosh categorises controls into two distinct areas: preventative and reactive.
Preventative Controls
Preventative controls aim to stop psychosocial risks before they occur.
- Work Design: Clear job roles and fair workloads. E.g. a project management tool to help ensure fair and clear task distribution is a preventative control for job demands and lack of role clarity.
Reactive Controls
Reactive controls address risks that have already impacted individuals. These measures focus on mitigation and recovery.
- Support Services: Offer counselling and mental health support.
Framework for Designing New Controls
SafeWork’s Code of Practice emphasises the need to control risk to the extent that is reasonably practicable. Breaking down reasonably practicable, we should consider the effort, resources available and impact when introducing new controls. The below visual from RMIT Psychosocial Risk Management Guide is helpful. Ideally, we avoid band-aids and energy drains.
Low effort, high impact
- Example: A bi-annual information bulletin from leadership to address lack of transparency and organisational justice concerns.
High effort, high impact
- Example: Revamping the entire job role structure. This involves longer term work to address systemic issues.
Strategic Planning of Risk Controls
Effective risk control plans should be achievable and balanced. We recommend not doing more than the below as a general guide.
- 1 major change: These are high effort but high impact interventions. They tackle core issues and create long-term benefits but require significant resources.
- 2-3 minor adjustments: These are low effort but high impact interventions. They are easy to implement and provide immediate benefits.
Avoiding Pitfalls
A few things we should be mindful of as leaders:
Space out interventions: Space out interventions to prevent overwhelming staff and to enable you to demonstrate ongoing commitment.
Communicate it to staff: Communicate this approach transparently to your workforce so they understand the framework for considering new controls/interventions.
Avoid disruption: Avoid investing time and resources into low impact areas.
