A great example of how not all hazards at work are physical. Psychosocial hazards are now a clear focus for regulators, with significant fines being issued for serious breaches. This case study shows how these risks often develop gradually, through workload pressure, unclear communication, and teams operating without the support they need. This can result in declining morale, reduced performance, and eventually the loss of experienced workers - none of which would appear on a traditional hazard list, but all of which created a harmful environment. Managing psychosocial risk doesn’t require complex systems. It starts with clear expectations, fair workloads, consistent communication, and leaders who check in before issues escalate. At PRSNT, we help NT organisations identify these early warning signs and respond in a practical way. When addressed early, most psychosocial risks can be stabilised long before they become compliance issues or wider cultural problems. If your team is feeling the strain, we can help you get ahead of it.
Prevent harm from psychosocial hazards at work with the Commonwealth Work Health and Safety (Managing Psychosocial Hazards at Work) Code of Practice 2024. The code outlines practical approaches to tackle psychosocial hazards at work, including case studies from various industries. The case study below delves into a hypothetical scenario within a public sector department work setting. 🔗 Learn more about the code: https://lnkd.in/gm7Jivbp