Often when we consider workplace occupational health and safety, we focus on blue collar workers, where the risk of physical injury or harm is present and well identifiable. 

But for white collar workers, it’s their mental or psychological health that’s more at risk in the workplace.  No one industry is at a higher risk than another, but some occupations such as law, healthcare, IT and banking are well known for imposing long work hours and stressful environments on their employees, which can amplify the harm to their staff’s mental health. 

The need for psychologically healthy workplaces has always been present, but the COVID-19 pandemic has amplified that need, especially as the boundaries between work and home became blurred. All of a sudden, we had to deal with the unpredictability of the virus and the rules surrounding our movement and health, creating a climate of uncertainty that added a layer of stress and in some cases led to lower productivity and engagement.  It also meant fewer opportunities to collaborate face to face, resulting in some staff feeling disconnected from their workplace culture, and even lonely. 

All states and territories have workplace health and safety laws, with responsibility resting on senior decision makers to ensure businesses are compliant, so it’s vital that managers consider the risks and working environments of their staff.  The definition of “health” in the workplace is broad, referring to both the physical and psychological health of staff. What it means is that business owners have a responsibility to manage psychosocial hazards in a workplace. These might include prolonged work pressures, excessive hours, workplace bullying or harassment, poor communication, lack of management support and unreasonable demands. Exposure to these types of hazards can result in stress, burnout, fatigue, depression, disengagement, and poor mental health. 

Another critical part of psychological safety is creating a culture that is free (as much as possible) from toxic office politics, which negatively affect the environment and can lead to less collaboration, lower levels of trust, a lack of open communication, and overall, an unhappier workforce. Part of the reluctance for people wanting to return to their physical office stems from wanting to avoid negative office politics. This also means that businesses miss out on the collaborative benefits of having a team in one space. Many staff have also had time to reflect on what’s important in terms of their work and life and have come to the realisation that the office is not always a psychologically safe place.
 
So how can a business that’s serious about creating a psychologically safe workplace create meaningful and measurable outcomes? 

• The first (and most important) step is to ensure that the psychological health and well-being of your staff is a priority. That means that at every level of the business there’s a commitment and defined policies, procedures and frameworks in place to manage mental health issues and actively improve the mental health of your workforce.  
• “Taking the temperature” or measuring how staff feel about the workplace, their career, and the culture is an ideal way of identifying areas that need attention. Doing this on a regular basis allows you to track your progress over time. 
• A leading cause of psychological distress in the workplace is long hours or unmanageable workloads. For staff in mentally draining roles, allowing time off to rejuvenate will go a long way to preventing burnout. Don’t promote a culture where long hours are worn as a badge of honour. 
• Introduce team-based wellbeing sessions to use during the day; breathing exercises, short walks around the block in fresh air, or let staff choose a wellbeing practice that suits their needs. 
• Have a performance appraisal system that gets straight to the point and isn’t full of paperwork. Give your staff a chance to have their say and focus on growth opportunities. Staff who find purpose in their work are happier, more productive, and more loyal. 
• Finally, a culture of psychological safety and wellness starts at the top. That means leaders who set the right example, demonstrate the right behaviours, and promote those that exemplify them. 

The benefits to business for those who consider the mental wellbeing of their staff by creating a psychologically healthy workplace and culture are huge, increased staff retention and loyalty, better engagement, less sick days, a more profitable business, and ultimately sustained growth. 

The simple fact is, if you look after your people, they will look after your business.