When it comes to managing the psychosocial hazard of job demands, employers must ensure they consider not just the amount of work but also how work is structured, according to a risk management specialist.
An employee's decision to disclose a mental health condition is often a "spur-of-the-moment" one, and four structural elements of workplace environments either facilitate or constrain disclosures, new research has found.
Paying employees fairly is an obvious starting point when addressing the psychosocial hazard of inadequate reward and recognition, but employers shouldn't overlook the simple step of expressing feedback and appreciation, a wellbeing specialist says.
If employers aren't careful about how they recognise and reward hard work, they could unwittingly encourage behaviours that lead to burnout, a mindset and resilience expert says.
Warning signs of systemic issues are on the rise in organisations, and they call for a more nuanced approach to conflict resolution, according to a specialist.
Poorly handled workplace change is the most common psychosocial hazard, and the solution might start with reframing how change is perceived, an expert says.
Ordering an employer to halt its restructuring plan is a "significant development" in the way workplace health and safety regulators approach psychosocial hazards, a lawyer says.
All employers should consider putting in place a workplace s-xual harassment prevention plan, even though such plans are only expressly prescribed in one jurisdiction, according to a risk management expert.
Recent events have shone a spotlight on whistleblowing, placing employers firmly on notice that their response to a protected disclosure could be subject to intense scrutiny. Watch this webcast to understand the role HR plays in this challenging space.
