Psychosocial safety | Page 16 (257 items)

Read the webcast description here then watch the full presentation with premium membership.

Workplace investigations continue to challenge employers in new ways, requiring sensitivity within the legal framework of natural justice and procedural fairness. Watch this webcast to ensure your organisation's practices are up to date.

Since the early days of R U OK? Day, employers have become a "lot better" at handling workplace wellbeing and mental health conversations, a psychological safety expert says.

Vicarious trauma is the element of psychosocial risk management where employers have the most room to improve, according to an expert, and some new strategies are proving particularly effective.

An employer's "very modest step" in limiting an employee's communications with his supervisor was reasonable action, in light of identified risks to the latter's mental health, a tribunal has found.

One reason employees struggle with mental wellbeing is that they expect work to deplete them, but when employers truly support their health and wellbeing, they can find themselves returning home with more energy than when they left, an organisational coach and mediator says.

Among the standards employers must meet to satisfy their positive duty to prevent workplace harassment, "leadership" is the most important, according to former Federal S-x Discrimination Commissioner Kate Jenkins.

It's not new to say middle managers are experiencing high rates of burnout, but employers are failing to implement some of the most simple, effective prevention and mitigation strategies, an expert says.

The pressures managers face often lead to anxiety-induced misuses of their power, but they can "outsmart" this tendency by cultivating awareness and compassion, a leadership coach says.

It was fair to sack a worker who created a psychosocial safety risk by sending threatening and belittling texts after hours to his manager, the Fair Work Commission has ruled.