The critical responsibility that employers have in managing psychosocial risks effectively in the workplace was illustrated in a presentation by Andrew Sanderson, Partner at law firm Fieldfisher.
Andrew Sanderson speaking at Anticipate, London
Drawing on the lessons from a case study where the names of the employee and employer had been changed, Sanderson highlighted how a failure to proactively deal with issues created by the employer such as stress, long hours and poor health can have a broader impact on the business further down the line such as serious incidents that lead to regulatory action.
Although Sanderson said employers were not responsible for employees’ external stresses, he warned delegates at Safety & Health Expo, part of Anticipate London, that there were potentially serious consequences if they failed to manage factors within their control at the workplace.
He started his presentation by explaining how Fieldfisher had worked with construction firms on the London 2012 Olympics and how they had worked with clients to put together policies and procedures pre-build that anticipated future psychosocial risks so they could be managed before construction work commenced.
Using this experience, he identified three principles that were instrumental in maintaining a healthy and safe workplace, namely the importance of demonstrating leadership commitment; developing supportive managers and supervisors; and ensuring worker participation.
He emphasised how supportive managers, who provide effective and relevant training for employees to minimise risk and who lead by example will secure greater employee buy-in and participation.
Sanderson explained how employees face a myriad of psychosocial hazards in the workplace but drew on five headline ones that had recently come across his legal team’s desk.
These were high job demands; enabling or tolerating disrespectful behaviour; lacking policies and procedures to prevent and resolve harassment; exposure to violence or other traumatic events; and a lack of support and communication about psychosocial safety.
Sanderson explained how the psychiatric injuries that employees can sustain resulting from workplace pressures or stresses such as anxiety, tiredness and depression can increase the likelihood of future incidents if employees fail to mitigate risks early on.
Also, he underlined the significant costs involved in recruiting and training up new staff and the financial loss incurred by the business when individuals leave because they don’t receive effective management support for the psychosocial risks encountered in the workplace.
The legal partner pointed to a case study centred on a ‘fictious Steven Cassidy’ who had fallen down the stairs and sustained concussion and two broken ribs after management and HR failed to resolve his longstanding mental health issues and created further pressures and stress.
Importantly, he outlined the wider lessons from the case. Drawing on the subsequent HSE investigation, he identified six critical areas that could help other businesses be more proactive in managing psychosocial risk.
First, by highlighting the massive job demands that can be placed on employees, he said it was important that employers prevented staff from feeling stressed and overworked.
Second, Sanderson pointed to the importance of giving employees greater control by allowing them to have a say in what work they do.
Third, he reiterated the need for employers to provide effective support through encouragement and the provision of relevant resources.
Fourth, Sanderson talked about the value of relationships and how managers need to deal with any conflicts and make people feel safe to raise any concerns they might have.
Fifth, he explained why it was so important for employees to understand what their role is and then to be given the necessary training to do work safely.
Finally, Sanderson told delegates how important it was for businesses to manage organisational changes effectively.
