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Is your school a psychosocially safe workplace?

The questions you should be asking.

Workplace safety has been evolving over recent years, shifting from focusing on physical hazards—asbestos, excessive noise, trip hazards, ergonomics—to a broader interpretation that now includes psychosocial safety. While preventing accidents and injuries will always be important, there is recognition that the mental and emotional well-being of staff can have an equally significant, if not greater, impact on a healthy working environment.

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What is a psychosocial hazard?

There is a clear link between mental health and productivity, and a growing understanding that staff mental and emotional well-being is essential to a healthy workplace.

Safe Work Australia say that “Psychosocial hazards are anything at work that may cause psychological harm. They can come from the way work is designed and managed, the working environment, or behaviours including bullying, harassment, discrimination, aggression and violence.”

Psychosocial hazards can arise from direct interactions with other people (colleagues, admin, students, families), such as aggression, interpersonal conflict and intimidation, or indirectly through issues like lack of role clarity, insufficient recognition and support. They can also come from the nature of the work itself, such as witnessing traumatic events, isolation and poor physical environment.

Questions you should ask?

It’s not always easy to recognize a psychosocially unsafe environment, especially if there is no overt bullying or discrimination. Reflecting on your experiences can help identify potential issues. Ask yourself:

Do I feel frequently overwhelmed due to my workload?

Are the expectations placed on me realistic?

Am I given the resources I need to complete tasks effectively?

Are my tasks and responsibilities changed without communication or consultation?

Am I expected to work outside of my regular/paid work hours?

Am I made to feel guilty when I need time off?

Do I feel comfortable seeking help and guidance from my colleagues and managers?

Are my ideas and input respected at work?

Does my manager question every decision I make?

Does my manager support me when there are conflicts at work?

Am I encouraged to report issues relating to harassment, mental health, discrimination and bullying?

When I raise concerns, are they taken seriously by management/admin?

Do I avoid raising issues or concerns with management because I am worried about possible negative consequences, reprisals or getting a reputation?

The answers you provide to these questions will immediately tell you if there are underlying psychosocial issues in your workplace.

How can people in vulnerable positions enact change?

Due to the nature of psychosocial hazards, people in vulnerable positions may find it challenging to enact change in a toxic work environment, especially if that environment means they have limited power or influence.

This leads to hazards not being reported, because people are worried about the consequences to their career, they don’t think the concerns will be taken seriously or even because it’s just seen as ‘normal’ or part of the job.

Not everyone is in a position to be able to walk away from their job, so approaches that might help vulnerable people advocate for change include:

  • Find a Network of Support: Seek out colleagues who are empathetic and may have similar experiences. Normalise discussions about well-being and recognise the power of collective voices to address concerns.
  • Document Incidents: Record details of incidents, including dates, people involved, and what was said. Preserve evidence like emails and texts to substantiate claims. Keep a log of positive feedback and achievements as well, as it can protect against unfair criticism.
  • Model the Change You Seek: When direct action is not possible, aim for small wins by modelling positive behaviours and proposing solutions rather than only focusing on problems.
  • Protect Yourself: Set personal boundaries, minimise interactions with toxic influences, stay professional, and recognise when it might be best to seek other opportunities.

Workplaces that prioritise psychosocial safety understand that the well-being of staff is integral to their success and culture, and by expanding the focus beyond physical safety, schools can create environments where mental and emotional health are valued.

For those in vulnerable positions, taking small steps—like finding support, documenting experiences, and modelling positive behaviours—can sometimes be the catalyst for change. Addressing and discussing psychosocial safety benefits everyone, and can contribute to a more engaged, productive, and resilient workplace, ultimately leading to better outcomes for staff and students alike.

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Shannon Meyerkort

Shannon Meyerkort is a freelance writer and the author of "Brilliant Minds: 30 Dyslexic Heroes Who Changed our World", now available in all good bookstores.

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