The landscape of Australia's workforce has evolved significantly, with a spotlight now cast on psychosocial health and safety. In the face of legislative changes, public sector organisations must commit to managing and mitigating the risk of psychosocial hazards.

But how can organisations rise to this challenge?

Psychosocial hazards pertain to the design of work and the organisational, social, and managerial contexts that can potentially cause psychological, social, or physical harm. Such hazards might include work-related stress, violence, harassment, bullying, and the ill effects of ineffective change management.

A proactive and systematic approach to risk management can significantly aid in preventing and minimising these hazards.

Here, we present a human-centred design approach that allows for the effective identification, assessment, and management of psychosocial risks.

Identifying the Risks

The first step to addressing psychosocial hazards is acknowledging their existence. Recognising the various hazards present in your workplace is crucial. These might include high job demands, low job control, an unsupportive organisational culture, lack of role clarity, poorly managed organisational changes, and a lack of support structures.

Assessing the Risks: A Human-Centred Approach

When it comes to assessing these risks, adopting a human-centred design approach can be particularly valuable. At its core, this approach considers the end-users (in this case, the employees) and their experiences, needs, and perspectives.

To effectively assess the psychosocial risks, organisations can employ various methods including surveys, interviews, or focus groups with staff. The goal is to gather as much information as possible about employees’ experiences, attitudes, and perceptions regarding their work and the workplace.

Further, qualitative and quantitative data from health and safety records, staff turnover rates, and absenteeism rates can also provide insights into the existing psychosocial climate and its effects on staff. The strength of the human-centred approach lies in its focus on empathetic understanding, giving importance to the lived experiences of employees.

Managing the Risks: Human-Centred Solutions

Following the assessment, managing these risks involves formulating strategies centred on employees' needs and well-being. Human-centred design can guide the creation of solutions tailored to the unique needs and situations of employees.

Firstly, healthier job designs that balance job demands with job control can significantly reduce stress levels. This might involve redesigning roles to ensure a fair distribution of work or allowing for flexible work arrangements.

Effective change management is also essential. This might involve providing clear communication about changes, involving employees in the change process, and offering necessary support during transitions.

A vital part of human-centred design involves creating a positive and inclusive organisational culture that promotes mental well-being. This can be achieved by encouraging open communication, creating opportunities for social interaction, and fostering an environment of mutual respect and recognition.

Leadership plays a pivotal role in managing psychosocial risks. Leaders can promote a positive psychosocial work environment through supportive and transformational leadership practices, including promoting open dialogue about mental health, demonstrating empathy, and offering support and resources for employees facing psychosocial stress.

Addressing psychosocial hazards in the workplace is a complex but necessary challenge. A human-centred approach ensures that solutions are designed with the needs, experiences, and well-being of employees at the forefront. This commitment to empathetic understanding and inclusive solution design forms the foundation of a psychologically healthy and safe work environment. We encourage you to champion this approach, fostering a workplace that values and prioritises psychosocial health.