MANAGING PSYCHOSOCIAL HAZARDS
Assess Risk, Provide Training and Introduce Changes to Safety Culture
Psychosocial hazards in the workplace commonly include workplace bullying and harassment, work fatigue, poor job design, role conflict, and unsafe attitudes and work practices.
The Emergency Support Network’s (ESN) model of psychosocial hazards draws on human factors research to produce four key clusters:
Psychosocial Hazards – as defined in the research literature
Human Factors – covering the work interface
- Mental Health and Well Being
- Safety Culture and Climate
All four clusters must be considered when examining people, safety, and risk in the workplace.
Research demonstrates psychosocial hazards impact businesses in three ways:
- Financially (through productivity, performance, injury claims)
- Legal compliance
- Organisational profile
For more information, please contact ESN directly to discuss your specific needs
How Can Emergency Support Network Help?
We use our comprehensive framework to help you control these risks and deliver improvements in employee mental health, overall job satisfaction and morale.
Using this framework our psychologists can:
- Identify and Assess Psychosocial Hazards
- Determine Hotspots and Provide Recommendations
- Educate Key Personnel in Psychosocial Risk Management
- Provide Safety Culture and Climate Interventions
Download our brochure
Our latest blog posts
Psychological Pandemic Preparation
As human beings we feel safe when we have control over our world. We are comfortable when we are able to predict what will happen to us. Confronted with a potential pandemic such as the
Australian Bushfires Letter
ESN would like to share some very pertinent words of wisdom from the President, Crisis Intervention and Management Australasia, Peter Kueffer (Registered Psychologist) pertaining to our Australian bushfire disaster. We hope that his words
Are You the Sad Face in the Workplace? Why Employees Are Unhappy at Work and What Managers Can Do to Help
Every worker is unique with an individual disposition, background, set of beliefs and expectations. So stress at work will vary from person to person. A few factors that pop up consistently across sectors however are
“It’s not what happens to you that matters. It’s what you think about what happens to you that matters”
– Martin E. P. Seligman –