Supporting workers during COVID-19

If you or one of your workers or colleagues is in a life-threatening situation, call Triple Zero (000) immediately or visit your nearest Emergency Department.

A suicide call back service is always available on 1300 659 467.

LifeLine is available 24/7 on 13 11 14 for phone counselling and online crisis support chat ­available each evening.

Possible psychosocial hazard

Example

Uncertainty about workplace entitlements and obligations

The uncertainty about workplace entitlements in the COVID-19 environment is a psychosocial hazard that can increase stress, anxiety, depression, and burnout in workers.

Uncertainty can impact workers when workplaces quickly shut down because of a lockdown. Issues like pay, work attendance and when a business might reopen can impact the mental health of your workers.

To help manage these psychosocial hazards, they should be resolved quickly and with information from reliable sources.

The Fair Work Ombudsman can help you and your workers understand your rights and responsibilities.

Job insecurity

The fear of the unknown and job insecurity can lead to increased levels of stress, anxiety, depression, and burnout in workers. Financial loss from reduced hours and high levels of job insecurity can mean workers have lower motivation and it can increase work related injuries.[1]

Additional or more complex caring responsibilities during lockdowns can affect work availability and also lead to financial stress.

There are some groups that are more at risk of economic vulnerability and job insecurity, such as young people and people with disabilities.

To help manage these psychosocial hazards, communication and flexibility is key.

If you have experienced discrimination, the Australian Human Rights Commission can assist.­ The ACT Human Rights Commission investigates and conciliates complaints about unlawful discrimination in the ACT.

Exposure to workplace violence or aggression

Restrictions on community movements, long wait times for healthcare and essentials can lead to acts of aggression and harassment against workers.

To help manage these psychosocial hazards, PCBUs should review and update their training, communicate with their workers and others at the workplace and know who to contact if an incident occurs.

In some cases, this may mean calling for Police attendance and notifying WorkSafe ACT.

The COVID-19 pandemic has also left people more vulnerable to human rights violations, for example racism. If you have experienced racism or discrimination, the Australian Human Rights Commission and ACT Human Rights Commission can assist you.

Work demands

Some sectors are facing increased demand for services, such as supermarkets and home delivery drivers. This means that workers may be under significant pressure, work longer hours and with reduced rest periods. Other groups of workers, including those working from home, may experience work overload or underload.

To help manage these psychosocial hazards, PCBUs should consult with their workers to review work processes and identify key pressure points and control measures to minimise the risks.

Isolation

Public health directions that restrict community movement mean that many workers are working from home.

This presents a risk to workers feeling isolated and lonely, particularly if it is for an extended or unknown amount of time. For some workers this risk is higher, for example workers with a disability and those who rely on social interactions for inclusion.

As the PCBU, you should review your procedures and where you can support social activities and inclusion using technology. For more information Safe Work Australia has a Working from Home page.

Low support and supervision

Workers who aren’t working in their regular workplace, such as those working from home, may feel they don’t have the normal support they receive to do their jobs.

For some, where work demands have dramatically increased, supervisors may not be able to offer the same level of support.

To help manage these psychosocial hazards, PCBUs should consult with their workers to review and, where necessary, change or use new control measures to help workers to adjust to these changes.

Poor environmental conditions

The physical work environment can impact your workers’ mental health. Temporary workplaces may have poor air quality, noise, or ergonomic conditions.

To help manage these psychosocial hazards, PCBUs should work with their workers to provide facilities and equipment necessary to complete their work safely.

Poor organisational change management

Poor change management can happen where a business quickly restructures to address the impacts of COVID-19. Workers may feel powerless and frustrated where they are not informed or supported during major changes.

To help manage these psychosocial hazards, communication and flexibility is key.

Work-life balance

Workers may have difficulty separating work and home life (leisure time, time with family, sleep), particularly if working from home and where caring responsibilities have increased or changed.

To help manage these psychosocial hazards, PCBUs should work with their workers to implement administrative controls that support flexibility for workers.

Domestic or family violence and abuse

Working from home might not be the safest option for all your workers. In some cases, workplaces can be a refuge for workers experiencing family and domestic violence and work and the workplace can provide critical social and financial support.

For more information about supporting workers impacted by sexual assault, domestic or family violence and abuse you can visit 1800respect.

Safe Work Australia also have an information sheet about managing the risks of family and domestic violence including how to support workers who are working from home.

Due to COVID-19 restrictions, technology use will increase for some workers, for example those who work from home. Workers can experience technology fatigue from using connection tool such as video and teleconferencing programs. This can result in increased fatigue, stress and burnout for these workers.

To help address this psychosocial hazard, PCBUs should consult with workers to reframe business policies and practices to support flexible working. You can encourage your workers to take breaks more often to break up the time spent on screens.