From Compliance to Care: Embedding Psychosocial Safety in the Workplace

At September’s HR Breakfast Club event, BAL’s guest speaker Regina Neary (Executive Director of Sásta Consulting) shared her expertise on healthcare, human resources, and governance. Regina provided practical insights into how workplaces can proactively foster mentally healthy environments.

Psychological Safety and the Code of Practice

The WorkSafe ACT publication Managing Psychosocial Hazards at Work Code of Practice outlines that all duty holders under the Work Health and Safety Act 2011 (ACT) – i.e. PCBUs, officers, and workers – each have a responsibility to manage psychological risks in the workplace, which include:

• Organisational Factors – poor change management, lack of recognition, unsupportive culture.
• Job Design – excessive demands, lack of clarity around roles, low control over work.
• Social Factors – bullying, harassment, poor interpersonal support.
• Environmental Conditions – including remote or isolated work.

While stress itself is not a disorder, prolonged or excessive amounts of stress can cause psychological or physical injury. Therefore, it is important to implement proactive workplace design elements and intervene early to address psychological risks.

Psychological Safety in Action

The session included a discussion around what psychological safety looks like in practice. This includes what are termed “above the line” behaviours (trust, respect, empathy, and accountability) and “below the line” behaviours (defensiveness, unreliability, and negativity). Establishing clear workplace norms, modelling positive behaviours, and building trust and respect across teams are all actions conducive to fostering an environment where “above the line” behaviours prevail.

To achieve this, an organisation’s leadership should focus on:

• Performance development plans which align with safety and wellbeing goals.
• Behavioural ‘red flags’ being identified and addressed.
• Constructive feedback and open communication.
• Behaviour that strengthens safety and inclusion.

How to Build Capacity Through Mental Health First Aid (MHFA)

MHFA is a tool that organisations can use to equip employees with the ability to:

• Recognise when a colleague is experiencing changes in mood and behaviour.
• Provide early support until professional treatment is available.
• De-stigmatise mental illness and encourage open conversations.

The benefits that organisations can derive may include stronger organisational and individual resilience and greater efficiency.

Burnout and Resilience

The session also addressed ‘burnout’, which can lead to exhaustion, cynicism, and reduced efficacy. Common symptoms which may be associated with ‘burnout’ include irritability, social withdrawal, poor sleep, headaches, and disengagement from previously enjoyable work and activities. Counteracting ‘burnout’ requires balancing demands, supporting recovery, and embedding resilience into the workplace.

Key Takeaways

• Psychological safety is a core WHS duty.
• Creating effective workplaces requires leadership modelling positive “above the line” behaviours and proactively managing risks.
• MHFA and psychological literacy can empower employees and increase workplace efficiency.
• Preventing ‘burnout’ is a shared responsibility between the organisation and its employees, as everyone has a responsibility to identify and address psychological risks in the workplace.

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If you have any questions or queries about the information in this summary, or if you are experiencing any issues and need advice, please contact the award winning BAL Lawyers Employment & Investigations team on 02 6274 0999.