A recent report released by the Federal Government has shown that psychological hazards are not given the same level of attention in OHS legislation and by inspectors as physical hazards.

Psychological hazards, which include occupational stress, workplace harassment, workplace aggression and violence, fatigue, and other negative behaviours that occur at the workplace, are estimated to cost the economy billions per year.

WorkCover Queensland Customer Services Manager, Vicki McCarthy says managing psychosocial hazards is just as important as preventing and properly managing physical workplace injuries, and there are warning signs employers should be aware of.

“Employers have a duty of care to protect their workers from all injuries and by being aware of certain behaviours and risk factors, employers can intervene early. They can help the worker to prevent an issue from worsening and developing into a workers’ compensation claim,” Vicki said.

The report also states stress related absenteeism and presenteeism is estimated to cost the Australian economy $14.8 billion per year (1.78% of GDP) (p.312). Presenteeism is defined as physically attending work without being fully present i.e. lacking in concentration, motivation etc. Presenteeism is often associated with “time-wasting” while at work.

“Stress-related absenteeism, presenteeism, poor work performance, lack of motivation, tension between colleagues and undefined goals and roles, are some of the factors that can contribute to a poor psychosocial safety climate.

“So providing clear achievable goals, supporting workers to openly communicate and share ideas, identifying risks early and better managing these before they escalate into problems can lead to a positive work environment.”

The Workplace Health and Safety website states workplaces where psychosocial hazards aren’t properly managed can experience:

  • poor worker health, both physical and psychological
  • breakdown of individual and team relationships
  • poor morale and erosion of worker loyalty and commitment
  • reduced efficiency, productivity, and profitability
  • poor public image and reputation
  • increased costs associated with counselling, worker assistance, mediation
  • increased absenteeism and staff turnover
  • increased costs with recruitment and training of new workers
  • increased workers’ compensation claims and legal costs.

“These principles can be applied to both physical and psychosocial hazards to help all parties - workers and employers - better manage risks.

“A workplace with a healthy workplace safety culture puts workers’ health and wellbeing at the forefront, involves workers in setting safety goals, encourages injured workers to recover at work, and doesn’t penalise workers for identifying risks or getting injured,” Vicki said.

“Communication is paramount. Encourage workers to discuss safety and injury prevention, whether psychosocial or physical, and having senior management buy-in is also important – being involved and committed to preventing psychosocial hazards can be beneficial to morale, productivity and the all-important bottom dollar.”