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Information of interest to our Clients and for the industry


Steps to preventing psychological injuries in the workplace

Approximately $543 million is paid in workers’ compensation claims for work-related mental health conditions each year in Australia, comprising nearly 7,200 workers. However often the term ‘psychological injury’ is misunderstood as it is not physically ‘seen’, therefore remains untreated. The term psychological injury refers to an individual’s emotional state and behaviour, which can include conditions such as depression and anxiety disorders, and can disrupt their ability to work, carry out daily activities or engage in meaningful relationships.

Signs that a worker may be experiencing poor mental health or a psychological injury are:
• Poor work performance, lack of motivation or low productivity
• Changes in physical appearance i.e. poor grooming
• Restlessness, irritability, seeming passive or other dramatic behavioural changes
• Increased absenteeism or presenteeism
• Mood swings, outbursts or more emotional than usual
• Avoidance or withdrawing from conversation, activities or interactions with others

It’s important to understand that workplace psychological injuries are common and need to be managed appropriately to avoid severe outcomes for the employer and employee. Psychological injuries at work can occur from stress, workload demands and pressure to perform, but are also regularly attributed to workplace bullying and harassment.

Mental Health Claims in Australia associated with bullying and harrasment

So how can psychological injuries be prevented? The great news is that there are many easy to implement and low-cost short term prevention measures available, which have been proven to effectively manage risk factors:

• Promote work-life balance and enforce it
• Encourage team building activities where workers can engage in socialisation, stepping away from work
• Promote a strong safety culture where WHS is respected, acknowledged and adhered to
• Provide open communication channels where workers can provide feedback or voice concerns privately and without judgement
• Promote wellness programs such as physical activity incentives
• Ensure all WHS policies and procedures are clear, defined and enforced, covering
o Bullying and harassment
o Change and performance management
o Grievance and conflict resolution

So what happens when a worker has already sustained a psychological injury? How can it be managed? Once a psychological injury has occurred, there is considerable research proving that early workplace intervention is the best way to significantly prevent the further development of serious problems and improve return to work outcomes.

1. Firstly, the worker should feel supported and listened to – open communication is key! If a worker voices concerns of a psychological injury, they should be heard to ensure that their frustrations are not displaced.

2. Take all reasonable steps to determine the cause of the injury. If the injury is a result of bullying or harassment, action should be taken immediately concerning all parties involved, and inappropriate behaviour ceased. Alternatively, if the injury is the result of workload or stress, re-prioritise, delegate or consider temporary alternate duties.

3. Ensure workers have confidential access to employer supported Employee Assistance Programs to improve resilience and determine coping strategies.

4. Consult a workforce safety provider who can provide training to supervisors and managers on how best to manage mental illness in the workplace, and assist those people to continue to work.

5. Provide contact details for medical support services where the worker can seek further assistance at their discretion.
o Lifeline – 13 11 14
o beyondblue – 1300 22 4636
o SANE Australia – 1800 187 263
o R U OK?
o Black Dog Institute

6. Don’t judge, blame or make negative comments with regard to a workers psychological injury, as it can demonstrate lack of understanding and sympathy.

7. Maintain contact and regularly check in.

When at work, no one wants to feel unsupported, isolated or sad, and no employer wants to have to worry about filling an unnecessarily vacant job position or navigating the workers’ compensation process. So despite having a duty of care, by taking steps to provide a mentally healthy workplace, employers are protected from psychological harm, but employers can also ensure that their businesses are as productive as possible.

How to promote corporate wellness when it’s not your primary role

It’s a pretty straight-forward formula: healthier employees = higher productivity + less sick days + reduced stress + better morale. But what happens when corporate wellness is not actually your primary job, but your job description just happens to have a tiny reference to ‘promote health and wellness’ listed within it?

You’re not the only one… many small businesses try to promote health and wellbeing within their organisation, yet don’t have a dedicated corporate wellness manager, or the budget to contract an external provider. And the reality is, to implement wellness strategies and programs can often take up more time and resources than what you have available. But the good news is, there are plenty smart ways to execute corporate wellness which are easily implementable and can cost very little or nothing at all.

Here’s where to start:

  1. Make it useful – if people think they will benefit from it, they’re more likely to use it. Start by taking a quick survey of employees to determine what they want out of a corporate wellness program. Alternatively, or in addition, you might like to direct them to a wellness quiz such as ‘find out your real age’ or ‘how healthy are you’, which are in abundance on the web. This might kick them into gear to recognise the importance of their health and also give you a starting point to track progress and program success.

 

  1. Choose one thing and do it well – not every organisation can afford to build a fully-equipped on-site gym or hire personal trainers for their staff. But you don’t have to… there are plenty of small steps to take (see the list below) which, when done well, can make a big impact on physical and emotional wellbeing. And by focusing on one initiative at a time, you still have a long list of health ideas to keep the motivation going for months to come.

 

  1. Be visible – there’s no point in implementing anything without people knowing about it. Use posters, staff notices, email and social media groups to let employees know what’s happening. Research suggests that in order for people to take notice, a message should be exposed between 5 and 7 times!

 

  1. Get feedback – if employees don’t enjoy it the first time round, they won’t want to do it again. Simple. Survey employees, or ask them face to face, for positive and negative feedback, recommendations and suggestions. Because the reality is, if people are enjoying their time spent on their health, and are engaged, the business will benefit just as much as the individual. Try to provide regular touchpoints to check in with employees and track progress.

Statistics regarding Australian workers and wellbeing

Despite your budget, resources or time constraints, there are plenty of creative ways to promote corporate wellness and provide employees with some stimulation outside of work, whilst still being at work. Here are some suggestions which may be a good place to start:

  • Host ‘walk and talk’ meetings where employees can step away from the boardroom and take a walk around the block instead for shorter meetings or briefings
  • Introduce ‘health challenges’ which may provide an incentive for the winner i.e. ‘10,000 Steps Challenge’
  • Provide healthy snacks in the work kitchen
  • Offer flexible working arrangements so that employees can focus on healthy living and work-life balance
  • Offer Employee Assistance Programs to assist employees who may be struggling with poor mental health or need assistance in managing work and life stressors
  • Consider ‘health adventures’ such as rock climbing or hiking for bonding experiences rather than after-work drinks
  • Salary sacrifice gym memberships or other health subsidies
  • Place motivational signage around the workplace encouraging employees to prioritise their health and wellbeing
  • Provide access to showers and/or storage lockers if possible and encourage employees to walk or ride to work
  • Provide bike racks
  • Hire a yoga or fitness instructor once a month (or as frequent as reasonable) to lead employees in a class
  • Provide stand up desks if possible and encourage regular movement
  • Set aside a time each week for employees to take a quick 10 minute stretch break – have an employee lead the group

It is said that it takes around 66 days to break a habit so it’s important to remember that real change can take time. By implementing some form of corporate wellness program into your business, although you may be starting small, you are making a positive change towards a healthy workplace and positive safety culture. Remember to listen to employees wants and needs, do one thing well and be consistent = employees = higher productivity + less sick days + reduced stress + better morale.

 

 

You suspect a worker is under the influence of drugs or alcohol, what’s next?

62% of harmful drug and alcohol users in Australia are employed fulltime. Let that sink in… Are you a manager or supervisor who has direct reports? If so, there’s a good chance that one or multiple workers may arrive for work under the influence at some point. Have you ever suspected that this was the case, what did you do?

Did you know that you can conduct a reasonable concern interview?

In high risk industries workers under the influence of drugs or alcohol can be harmful not only to themselves but to others; 25% of workplace accidents involve drugs or alcohol, which costs Australian businesses $680 million annually in days lost.

Can your business afford to be part of that?

So when is it time to conduct a reasonable concern interview?

  1. When another employee approaches you with concerns that a co-worker may be under the influence of drugs or alcohol
  2. Or upon observation of an individual displaying unusual or unsafe behaviour, which has aroused suspicions of drug or alcohol use

As soon as you suspect an employee to be under the influence, it’s best to err on the side of caution. It’s better to be risk adverse, safety conscious and consistent in enforcing the company’s Drug and Alcohol Management Program, which may prevent safety incidents, save dollars and possibly lives.

Once all parties are present, follow this guide when conducting a reasonable concern interview:

  • Inform the worker that their appearance, work performance or behaviour is a cause for concern that they may be misusing drugs or alcohol in the workplace which is why they have been requested for the interview – refer them to the company’s Drug and Alcohol Management Program.
  • Address the terms of confidentiality and advise them that the information collected will be treated with the strictest confidence and that subject to the law, any information collected will only be divulged to relevant persons for the purposes of managing health and safety.
  • Request the worker sign a Consent Form following the explanation of privacy and confidentiality. If they refuse, they may be in breach of the firm’s Drug and Alcohol Management Program.
  • Seek an explanation from the worker to ascertain a reason for their appearance, unsatisfactory work performance or behaviour.
  • Seek the worker’s perspective on workplace factors contributing to the initial event of concern. If any workplace factors are raised they should be referred to relevant WHS or HR representatives.
  • The content of the interview must be recorded in detail a using Drug and Alcohol Interview Record.

Once the interview is complete, if you are satisfied with the explanation given by the worker and you are of the opinion that there is less than a reasonable concern of misuse, the worker should be thanked and cleared to go back to work. If however, you suspect with reasonable concern that the worker is under the influence of drugs or alcohol, in accordance with the company Drug and Alcohol Management Program, drug and alcohol testing should be undertaken, and they should not return to work until cleared.

Of course, none of this can be done unless you actually have a Drug and Alcohol Management Program in place which clearly outlines how you manage the risk of drug and alcohol misuse in the workplace. Read: The biggest pitfalls in workplace drug and alcohol policies

Ensure that your business is protected from drug and alcohol use in the workplace with drug and alcohol management advice and pre-employment and ongoing drug and alcohol screening.

What to do if an employee says ‘no’ this R U OK? Day

R U OK? Day is a powerful mental health awareness initiative which encourages and empowers people to have conversations with those who may be struggling. What really bothers me about it however is that it shouldn’t be restricted to just one day. We should be checking in with those around us regularly; our family, friends and co-workers, and making sure that if they need someone to talk with, there’s always an ear and friendly encouragement available.

So lesson 1… don’t wait until a special day on the calendar to ask if someone’s okay.

But it’s often not the easiest thing to do, right? What is the best way to ask if someone is okay?

Lesson 2… just do it. There’s no time to waste if you suspect that someone is struggling with their mental health. So tread sensitively, and perhaps take them to a quiet place to ask, but tell them that you’ve noticed that they’re not themselves lately, and check in with them about their current mental state.

And most importantly, how can you help if they respond with ‘no’. Lesson 3 gives you some pointers to guide you through the process:

  1. Listen – don’t underestimate the power of listening. Sometimes people need to hear their issues out loud to make sense of them, and the support of someone who is actively listening and paying attention can help more than you or they realise. Listen without interrupting and show compassion as they talk.

 

  1. Ask questions – try to ask open ended questions to encourage the person to continue voicing their concerns.

 

  1. Show empathy – try to see things from their point of view and validate their concerns by showing empathy and using phrases like, ‘it’s understandable to feel the way you do considering all that you’re going through’.

 

  1. Don’t try to fix their problem – it’s not up to you to find a solution. You may be able to provide some helpful suggestions but you certainly don’t have to. And don’t feel helpless if you can’t, as often it’s not advice they’re after, but rather someone to listen and help them feel supported.

 

  1. Ask if they need urgent help – it’s hard to know how deeply a person is suffering or if they’re thinking about self-harm or even suicide. The best thing to do is just to ask and listen to their response without judgement. If they respond with ‘yes’, refer them to available support and helplines, and give them a call yourself to gain some specific advice relevant to the situation.
  1. Encourage them to seek professional help – encouragement to seek help is all that you can offer at this point, only the individual can act on the decision to seek professional help. You can direct them to their GP, mental health professional or local support group.

 

  1. Follow up – make sure you check in again and reiterate that you care and that you’re available to talk should they need to.

Asking R U OK? is a small gesture but can be significant to a person’s mental health whether you suspect they’re struggling or not. Check in every now and again, be open and supportive if they’re not okay and offer an ear or helpful resources if you can.

Here are some online tools which may assist anyone looking to improve their mental health:

Beyond Blue – educational resources

Head to Health – self-help programs

This Way Up – online depression test

Centre for Clinical Interventions – self-help workbooks

Employee Assistance Program Support

Case Study: When altering your reactions can affect RTW outcomes

At Work Options we see many situations where a worker submits a claim for an injury at work, and doesn’t always have the experience they expect. In this case study, we look at a landscape labourer who was suffering from unknown mental health issues, and an employer who could have acted differently to avoid a negative and costly experience for both the employer and worker.

Case Study:

Ron* was a 38 year old labourer working for a landscaping business in New South Wales when he tripped on-site and fractured his right elbow, resulting in a worker’s compensation claim. Due to the nature of his work and the injury sustained, Ron was deemed ‘unfit’ for work and took temporary leave whilst he recovered. Whilst on leave, the employer made no attempts to communicate with Ron, until 6 weeks post-injury and post-surgery, when Ron was given the capacity to return to work in alternate duties. At that time the employer did not engage in discussion with Ron, but rather sent him a pre-drafted return to work plan outlining office-based duties.

Ron became frustrated with the lack of communication and spoke aggressively to colleagues who were contacting him via phone, the insurance agency and the Workplace Rehabilitation Consultant. The employer responded to Ron’s frustration by telling him to ‘pull himself together and understand that they were trying to support him’.

After a number of weeks of non-communication between Ron and the employer, Ron made a suicide attempt. Following this, Ron spent extended periods of time at home, not engaging in normal self-care or hygiene practices, which further isolated him from any support outside of his family. It was then discovered through Ron’s wife that there was an extensive history of mental health in his family.

Over the next several months, Ron rejected any communication attempts from the employer and insurance company, made three additional suicide attempts and was admitted to two impatient units for a combined total of 15 weeks. The employer became frustrated with Ron’s aggressive behaviour, considering it inappropriate, and elected to no longer attempt to engage with him.

After two years Ron had still not returned to work and his mental health did not improve during this time.

Recommendations:

  1. Communication is key! As soon as an employee is injured at work, it is important that the employer or a colleague checks on them regularly to ensure that they feel supported and are open to the recovery process. In this case, if communication lines were open, it would have been easier for the employer to determine that Ron was suffering from a mental health condition, which could have been managed and potentially prevented from escalating to suicide attempts.

Open communication may seem like a simple step however is often not done, particularly when mental health is concerned, for fear of making it worse for the individual.

 

  1. It is important to understand that, even when introducing positive changes, people experiencing low mental health will often react emotionally and can feel increased stress with change. This is likely how Ron felt when he received a return to work plan outlining alternate duties, without first being notified. By consulting Ron initially, he would have felt as though he had some input on the plan itself, and felt compassion from his employer.

This logic also applied when a person is still working within the workplace – businesses have a legal obligation to make reasonable adjustments to the workplace environment when a worker has disclosed low mental health, and that person needs to be a part of that discussion.

 

  1. Using language such as “we will work through it together” or “we are here to support you” shows empathy for the injured workers situation and allows them to feel valued. In this case, using language like “pull yourself together”, gave the opposite effect and caused Ron to stop communication altogether. This behaviour known as ‘avolition’ or ‘demotivation’ is typical for people experiencing low mental health, and is a sign that they often need more support to help them during these periods. It is important that if things have escalated to this point, professional advice should be sought. Suicide is fundamentally a coping strategy, a sign that a person doesn’t have a better way of coping or needs more communication around their mental health experience, and should be done professionally.

 

  1. Often people with low mental health such as Ron don’t understand why things happen unless it is explained to them; again, communication is key. Despite non-communication from Ron over the next several months as well as additional suicide attempts, although his aggressive behaviour was in fact unacceptable, reasonable attempts need to be made to explain why the employer’s communication will cease.

Although Ron’s reactions to his alternate duties were considered aggressive and unreasonable, his actions are realistic for someone suffering with a mental health condition. If your seeing signs similar to this case in your workplace, ensure that you initiate engagement, provide communication and support, and show compassion. Follow these steps, suggest and seek professional support if required, and preserve employee performance at work.

 

 

When stress in the workplace becomes a bigger issue

There’s no doubt that we’ve all experienced a high level of stress at some point in our working life. For some of us it may have been short term, and long-term for others. And for some of us, it may be an ongoing and constant source of struggle in our everyday lives. Studies have shown that when stress is prolonged, it can develop into psychological and/or physical injury, so at what point does stress at work become a bigger issue?

Stress is often amplified by a feeling of ‘lack of support’ in the workplace, a traumatic event, bullying or harassment, prolonged work pressures, issues at home, or any number of other tensions. In fact, mental health is responsible for around 6% and $543 million of workers’ compensation claims each year, covering approximately 7,200 Australians.

As part of Australian Workplace Health and Safety Laws, employers have a duty or care to manage risks which may cause any physical or psychological harm. So what can Employers do to ease the burden? Here are some short term steps to ensure employees feel happy and supported at work:

  • Ensure job demands are achievable – workloads can be carried out and completed in a reasonable timeframe, with limited pressure
  • Job control and ability – employees should be well trained in how to do their job safely, and provided with all necessary equipment and resources
  • Communication and support must be top priority – employees should feel comfortable in talking to management about any issues, and feel supported and listened to if a problem should arise
  • Recognition and reward – ensure employees are told when they’re doing a good job and provide opportunities for skills development and further training where possible
  • Early intervention – develop a confidential survey to ask your employees if they’re okay, what challenges they may be facing and addressing any issues in the workplace… you may realise team culture or the workplace environment is different to what you initially thought!

And if that is the case, there are other solutions to assist employees improve their mental wellbeing, productivity and sense of support. Read up on Employee Assistance Programs and Return to Work Coordination, which are proven to effectively reduce problems associated with workplace stress and injury.

Why work-life balance is so important for injury prevention and tips on how to do it

It’s pretty obvious that having a healthy work-life balance is good for mental health and stimulation, but new research shows that it’s also important for injury prevention in the workplace. In fact, studies have found that work-life balance has a significant impact on safety at work.

 

But in order to answer the how, first we need to look at the why… why does work-life balance matter at all when it comes to injury prevention? It’s not like leaving work on time to pick up the kids is going to stop us from slipping on a wet floor, is it?

First, let’s take a look at the cost of productivity, absenteeism and return to work outcomes, and gain a greater understanding of where Australian workers sit.

  • 21% of employees report that they have taken time off work due to feeling mentally unwell in the past 12 months
  • $1.2 billion = the cost to employers of worker’s short absences due to injury in 2018
  • $6.5 billion = the cost to employers of worker’s long absences due to injury in 2018
  • Employees who consider their workplace mentally unhealthy take four times as many sick days than those who consider their workplace mentally healthy
  • On average 6.5 working days of productivity are lost annually per employee as a result of presenteeism
  • The longer someone is off work, the less likely they are to return to work = for 20 days off, the worker has 70% chance of returning to work. For 45 days off, the worker has 50% chance of returning to work

Now back to that question; why does work life balance matter? The answer is common sense really… when we’re juggling the pressures of work and the demands of home life (notice I said juggling, not balancing), our mind is constantly elsewhere, we’re not focused, our defences are down and we get sick. And all of this can lead to accidents or injury. For example, high job demands increase the risk of safety shortcuts; long working hours can result in lack of sleep, fatigue and reduced focused; and being time poor often means you put yourself last, which also means that you’re at risk of developing illness and chronic diseases.

All of this considered, it’s pretty obviously that supporting and maintaining work-life balance is not only good for individuals, but can save the business a whole lot of money in the long run. Which is why embedding work health and wellbeing programs into organisational policies and culture is not only best practice, its good business.

Here are a few simple steps to take creating and supporting work-life balance:

  1. Encourage and educate managers and supervisors to be supportive of work and family – write it into policies and procedures
  2. Give workers more control over their hours – don’t be counting the clock while they’re in the office, let them stay longer when it works and rush off early when they need to
  3. Provide flexible working options – working from home shows trust while being supportive of other’s schedules
  4. Practice work-life balance from the top down – be a role model by showing that work-life balance is accepted, not just tolerated
  5. Pay attention to burnout – getting emails from employees at 2am? Make sure you recognise when workers are taking on too much and act

For years Australian’s have thought of work and home as two completely separate entities. In fact, often times it isn’t until we become parents ourselves that the line between work and home can start to cross and blur.

So don’t wait until other commitments create enough stress to start a positive balance with work and home.

Studies have shown that when an organisation adopts a positive work-life balance culture, the benefits and results are worth it. Within a few months workers are more engaged, with higher energy and focus; overall worker health is improved and stress is reduced; and in the long-run workplace injuries, absenteeism and the cost of workers’ compensation claims are all significantly less. Not to mention, workers are happier within their work and personal lives, which is the most important of all.

Is burnout costing your business? Here’s what to do about it.

Picture this… you’re the GM or CEO of a booming commercial company; you’re well connected and well respected within the industry; you rise above any challenge, find superior solutions to any problem, exceed all expectations and the business thrives because of it; you’ve got a nice little holiday home, drive a European car and fly business-class. But here’s the problem… the holiday home sits empty because you work seven days a week, 52 weeks a year; you rarely see your kids before they’re in bed, only ever eat on the run and haven’t been on a date with your partner in months; you’re gaining weight at a steady pace and even the strongest pain-killers are no longer easing your migraines; you can’t take your mind off work, feel as though your constantly putting out fires, and you’re stress levels are through the roof. So is it all worth it?

While studies into burnout have been happening for years, acknowledgement and awareness have only recently become more prevalent within Australian businesses, with workers from the CEO to the receptionist and cleaner often ignoring its symptoms. But not only is burnout affecting the lives of those experiencing it, it’s also costing businesses billions of dollars each year in absenteeism, presenteeism, accidents and injury.

And this is a problem! Job burnout is associated with work stress and is a state of physical or emotional exhaustion, usually involving a sense of reduced achievement, which can be related to health conditions such as depression, illness and disease. Symptoms can include becoming cynical or critical, irritability and/or impatience, decline in productivity and concentration, fatigue, lack of satisfaction or physical illness. So whether you’re the CEO of this particular booming business, or you recognise symptoms in your employees, it’s so important that they are not ignored.

Here are some key areas to focus on:

Lack of control – do workers have control of their own schedule, projects or workload? Do workers have all the resources they need to do their job?
Role and expectations – do workers clearly understand their role and expectations, how much authority do they have and do they feel valued?
Demands – are workers able to cope with the demands and workload of their role?
Relationships and support – do workers have positive working relationships, with open communication, with co-workers and managers? Do manager’s micro-manage work? Are workers receiving encouragement and support for a job well done?
Organisational change – if change or restructure is taking place, are workers well managed and effectively communicated to?
Activity extremes – is the job monotonous or chaotic? Both can lead to burnout.
Work-life balance – does the job take up so much time and effort that a worker is missing out on time with friends or family, or doesn’t even have the energy to take part in activities outside of work?

It’s important to remain object and keep and open mind when you consider these questions… because at the end of the day, health is more important than ticking an item off your to do list.

“Presenteeism is a concept that describes people being present at work but not productive. Current research shows this to be a $33 billion loss to Australian industry.”

If you’ve realised that burnout is in fact prevalent in your workplace, take action! There are plenty of small things which can help:

Evaluate the options – what is priority 1 on you or your workers to do list? Work together to determine expectations, problems and solutions, what needs doing now, and what can wait. Be realistic.
Get help – reach out to support networks: co-workers, family and friends. Anyone who might be able to assist either in collaborating you to get the job done, or provide you with some stress-relief. An Employee Assistance Program is a great tool to provide counselling, support and useful techniques to manage stress and build resilience.
Take your mind off it – try a relaxing activity or hobby that might assist in taking your mind away from work, even for 10 minutes.
Exercise ¬– there’s a lot of research proving that exercise is a great stimulant for improving mental health. Get moving!
Rest ¬– as with exercise, sleep is vital to functioning at full capacity, not to mention allows you to think clearly and make good choices.
Practice mindfulness – there are plenty of Apps available which can take you through mindfulness techniques to calm and reduce stress.

So after a bit of re-prioritising, delegating and practicing some mindfulness, you’re still the CEO of a booming commercial company; still well connected and well respected; and you’re taking the family to the holiday home for the weekend, while you switch off your phone and enjoy some ‘me’ time. Because what you’ve just learnt is that well-managed workplaces are proactive about burnout, see issues as they arise and are prepared to put workplace health first.

Workplace Health and Safety Policies: employer versus employee responsibilities

It is a common misconception that maintaining a safe workplace and reducing hazards lies solely with the employer… but it’s important to note that employees have responsibilities too. Employees should be well versed in the company WHS Policy and positively contribute to a risk-adverse safety culture.

Did you know that 36% of Australian workers think that risks are unavoidable in the workplace? Or that 24% think that minor incidents are normal at work? Pretty big numbers, huh? Does this sound like people who are aware of their safety responsibilities? And employers aren’t completely innocent either… 18% think that workplace risks are unavoidable.

This is why correct policy and communication is imperative to your business. So what are the differences between employer and employee responsibilities around safety? Let’s break it down:

Employer’s responsibilities:

• Prepare, share and acknowledge the company WHS Policy and ensure all employees are aware of their safety responsibilities
• Minimise or eliminate all hazards and safety risks whereever possible
• Ensure all relevant safety legislation is adhered to, and written into the policy
• Provide all employees with appropriate training, ensuring that they can confidently and safely perform tasks
• Provide all necessary PPE and safety equipment
• Consult and communicate with employees on all things related to safety, health and wellbeing
• Have a suitable reporting process where employees can advise of any risks or health and safety concerns
• Have a detailed return to work program prepared should an injury occur
• Consult an injury management specialist as soon as an injury occurs

Employee’s responsibilities:
• Be aware of and adhere to all company WHS policies and procedures, including following safe work practices
• Wear all provided PPE and utilise safety equipment where instructed
• Report any hazards, injuries or incidents to management using appropriate reporting channels
• Take reasonable care and precautions with regard to your own safety
• Participate in all safety training and consult with a supervisor when unsure
• Report to work in a state which is fit and safe for duty

Want to change your WHS Policy for the better? Take these points, adapt them to your business and copy them straight into your policy! Because if there’s anything we’ve learnt here, it’s that no matter where you think your company’s policy stands, it could always use a health check. And not only when you’ve recruited new employees, altered job responsibilities or moved premises, but any day of the week! Adopt an ‘analyze, improve and share approach’, and create a collaborative risk-averse safety culture.

Why leadership and culture is imperative to safety

Do a couple of Google searches around risk taking in the Australian workforce and it’s easy to see that not everyone has a positive attitude towards safety and injury management. Many employees, particularly in larger businesses, tend to adopt a rule breaking approach if it’s likely to get a job done faster. So how can we as Leaders alter employee perception and, when it’s not always a simple task, should we?

 

Absolutely we should!

The latest figures show that work-related injury and disease cost the Australian economy $61.8 billion, with 77% of that worn by employers. So really, we’re mad if we don’t!

 

As Leaders it is up to us to provide the foundation for a strong culture of safety for our employees. We should enforce a top-down approach, adopting a proactive leadership style and promote a positive attitude towards safety in the workplace.

 

So how do we achieve this? Here are 8 simple steps to get you started that will make an immediate difference to your safety culture:

 

  • Commit to being risk adverse – write it into your company values if you need to but ensure that you are committing fully if you really want to be a positive safety leader
  • Walk the talk – lead by example, show your employees how to be safe, raise topics for discussion, reward safety initiatives and ideas and never break the rules!
  • Keep informed and educated on safety – talk to people, read, hire an expert… do whatever you can to ensure you are well informed around safety relating to your specific industry
  • Ensure you have a policy in place – most businesses already do, but do some benchmarking to ensure it’s up to standard
  • Communicate the policy from the top down – make sure your employees understand that their safety at work is paramount and the policy is  enforced
  • Listen to your employees – ensure they are given regular opportunities to voice their concerns and can do so in an environment and with someone they are comfortable with
  • Act on issues – what’s the point in being risk adverse if you’re not going to act on the issues, right?
  • Update employees – when an employee has had the confidence to voice a concern, ensure that you keep them updated regularly on any outcomes

So at this point, you’re either ready to start making some positive changes, or you’re waiting for the punch line. Well, here it is… remember that figure? $61.8 billion!

 

You can’t afford not to make some changes. Throw the rule-breaking approach out the window and refuse to contribute to the statistics! You might just be surprised too because there’s no doubt you’ll also profit from the additional benefits of a strong safety culture: happier employees, higher productivity, positive business relationships, less absenteeism and reduced claims costs.