Under WHS laws, PCBUs must eliminate or minimise psychosocial risks so far as is reasonably practicable. To have legal effect in a jurisdiction, the model Code of Practice must be approved as a code of practice in that jurisdiction.

Note SafeworkSA:

This Model Code of Practice is not legally enforceable in SA but provides useful guidance for PCBUs on how to manage psychosocial health and safety risks in workplaces.

This must take into consideration: the design or management of work

• the working environment

• plant at a workplace, or

• workplace interactions or behaviours

Things I believe I have done that are within my sphere of influence:

• Getting to know myself and my values so that I can support others

• Knowing my limitations and when my team might need external support

• Understanding what the system approaches are to staff wellbeing support and adhering to them (PRDs, investments in training and clarity of roles)

• Taking the time to understand my team and what motivates them so that I can tailor feedback to them or assign work that I know will help them feel purpose and value

• Provide feedback to the broader workplace decision makers when I believe a system is not meeting the need of the people (roster configurations, new workflows that increase administrative burden)

What I would do to improve:

• The Safework SA readings provided me with some insights that are obvious when you think about it but hadn't occurred to me. This was about the workplace getting more visible in outlining the hazards and risks that occur naturally within the workplace environment due to the type of work we undertake.

  For me this is around the type of work (high stress), shift workers, workers being located over a broad area and not reporting to the same building as their manager/team etc so we have normalised a work environment that is not really that normal. I would call this out and show this against literature/evidence and then showcase the efforts the organisation is taking to mitigate the risks. I would have this as a proactive education and framework to ensure all staff are aware of the risks and ensure that they are not blind spots for people to feel vulnerable about if they are struggling.

·        lack of role clarity when asked to perform higher duties without appropriate renumeration.

·        poor organisational justice – procedural unfairness and similarity bias in hiring process.

·        traumatic events/material exposure to

violent and aggressive emails from an external stakeholder.

·        poor workplace relationships and interactions with direct line manage no longer responding to emails.

I have raised these concerns with HR and other senior staff who have also sighted unfair treatment but are unwilling to speak up due to the fearful toxic environment that has been created.

I continue to address and raise psychosocial risks in consultation with People and Culture and external investigators by utilising negotiation and my influence for the wellbeing and safety of others. I have provided due diligence by reporting up in relation to bullying and harassment to seek support of conducting investigations in demonstration of South Australian Executive Service Values by acting with integrity and modelling ethical practice by engaging in risk and showing personal courage to advocate for the mental wellbeing of staff to ensure a safe working environment where staff are heard, valued and respected.

Growing an environment that facilitates honest feedback is this first step.

Secondly to model open communication, my own wellbeing of psychological safety, and early intervention when there are incidences or issues in the workplace.

Dealing recently with a psychosocial issue/hazard with an employee (and this then extended more broadly the wider team) highlighted to me that I am not trained in counselling nor equipped to deal with complex psychological issues. In this instance and in the future I will ensure that the right supports and advice are provided to adequately manage the situation.

1:1 meetings with staff, in additional to informal check ins if I notice something different going on - R U Ok?

Self-reflection: how have I shown up? what can I improve on next week

model the behaviours I want my leaders to demonstrate

recognise when i am not feeling "safe" or need a mental health days well as supporting others to care for themselves

remind staff re access to EAP

Access EAP Manager Assist myself and discuss that with my colleagues!

Reviewing Teamgage to look for hotspots.

Have 1:1 skip meetings with staff who I don't directly line manage.

Foster a culture where it is ok to speak up.

Listen.

mange people's workloads through regular check-ins with all staff and seek regular feedback

Be observant of others and my environment to be alive to the possibility of psychosocial hazards in my workplace.

Model the behaviour and values that is expected, and that creates an environment that is safe and respectful.

Foster a culture of open communication, and be approachable and empathetic.

I will strengthen and expand the functions and responsibilities of the Diversity and Inclusion committee to ensure that programs and initiatives to enhance, encourage, promote and support belongingness and inclusivity fully complement programs that promote wellbeing and psychological safety.

The policies and procedures that will be developed will need to be best practice, ensuring that all relevant parties feel supported and heard of at all times.

Ensure that the there are robust policies in place.

Change the culture and mindset to remove any stigma related to psychosocial trauma and accessing support

Lead from the top and actively promote.

Conduct regular meetings with Health, welfare and safety reps for audit and compliance, records and corrective actions

Provide training to all staff.

Make support anonymous and reduce the red-tape around accessing support

Extend support to family members