Are you aware of psychosocial risks in the workplace? When these risks are high, ill health, poor performance, absences, strikes and conflict can result, says Ann McCracken.
Last week (20th – 24th October) the European Health and Safety at Work Week focused on the key psychosocial risks in the workplace.
Psychosocial is the word used to describe the psychological state of an individual in relation to their social and or work environment. Psychosocial risks are the challenges faced in the workplace and the key areas are defined by the HSE as:
- Control – the amount of control an individual has, to be able to carry out their work
- Support – the level of support an individual receives from their manager and colleagues relating to work, resources and information
- Demands – the work expected for a specific role is commensurate with the employee’s skills, abilities and capabilities
- Relationships – people experience a positive working environment and are not subjected to unacceptable behaviour or conflict
- Role – individuals understand their role within the organisation and it does not conflict with other roles
- Change – individuals should feel the organisation engages them frequently and manages their expectations of changes
When these risks are low, good psychosocial health results. This means that staff at all levels can exhibit mental, emotional, social and spiritual wellbeing. There is a growing body of evidence to indicate that a healthy mind and a contented heart are just as important as the pills we use for the prevention and treatment of ill health conditions.
When psychosocial risks are high, ill health (stress), poor performance, absences, strikes and conflict result, all of which affect morale and increase overheads.
Top tips to tackle psychosocial risks:
- Regularly conduct a risk assessment – this will help to identify which of the six risk factors are an issue (hot spots) and where best practice flourishes (great spots). From this changes and training needs at all levels can be identified and compared with the previous results.
- Management training is key to ensuring that staff feel that they receive the clear direction, relevant support and training they need to reduce the likelihood of healthy pressure developing into unwanted stress. Any management training should also recognise that managers are not mind readers and that they should receive guidance how to monitor signs of workplace risks that can lead to stress, such as excessively long working hours, presenteeism, absence, changed behaviour etc…
- Communicate clearly that the organisation takes the results of high psychosocial risks seriously and then consistently show staff you mean it by your actions and words.
- Any assessment and management training should also be supported with a clear psychosocial/stress/wellbeing policy that outlines the company’s acknowledgement of the potential damaging effects of workplace psychosocial risks and the commitment to identify and reduce the effects by defining the specific options in place and how to access them e.g. policies & procedures, EAP, occupational health, counselling, health screening, wellbeing champions etc.
- 6 myths about mental health and the truth behind them - 13 April 2016
- Healthy business – part two – a positive attitude - 12 February 2016
- Healthy business 2016 – let’s share ideas - 12 January 2016
- Are you flexible? - 4 November 2015
- Stress risk assessment – the helpful insight into your organisation - 20 October 2015
- Support your middle managers - 2 September 2015
- Cortisol – the stress hormone - 24 June 2015
- What is your definition of mental health? - 11 May 2015
- Mental ill health in the workplace - 13 April 2015
- Germanwings air disaster not just about one employee’s mental health - 31 March 2015