Yes, the COVID-19 pandemic played a significant role in highlighting the need for better management of psychosocial risks in the workplace, which contributed to the increased urgency for developing the Code of Practice for Psychosocial Hazard Risk Management.
While the Work Health and Safety (WHS) Act had already established a foundation for managing workplace health and safety, including psychosocial hazards, the pandemic brought these issues into sharper focus due to several factors:
1. Increased Mental Health Strain
During COVID-19, many workers faced increased stress, anxiety, and depression due to factors like:
- Job insecurity and economic uncertainty.
- Social isolation due to remote working and lockdown measures.
- Health concerns related to the virus, both for themselves and their families.
- Increased workloads or the pressure of adapting to new work environments (eg. remote work, online meetings).
- Loss of work-life balance, especially for essential workers or those managing remote work and home-schooling.
The pandemic made it clear that employers needed to be more proactive in addressing these psychosocial hazards, particularly as they were no longer isolated to particular industries but affected employees across sectors.
2. Workplace Transitions and Remote Work
The sudden shift to remote working in response to COVID-19 had a profound impact on employee wellbeing. For many, remote work created challenges such as:
- Lack of role clarity and job control.
- Poor support systems, as managers and teams struggled to maintain communication and connection remotely.
- Increased job demands due to the blurring of work-life boundaries.
- Isolation from colleagues, leading to poor workplace relationships and disengagement.
The Code of Practice addresses these challenges, providing guidance on how to manage psychosocial risks in hybrid and remote working environments, ensuring that workers continue to feel connected, supported, and clear about their roles, even when working from home.
3. Rising Awareness of Mental Health
The pandemic also accelerated conversations around mental health in general, as people faced more widespread anxiety, grief, and uncertainty. Workplaces had to acknowledge that psychosocial risks—such as stress, bullying, harassment, and work pressure—could no longer be ignored.
This awareness led to increased pressure on employers to not only comply with regulations but to also be proactive in creating a psychologically safe work environment. The Code of Practice helps organisations address this by providing clear steps for identifying and managing psychosocial hazards.
4. Calls for Clearer Guidelines
Before the pandemic, many organisations were still in the early stages of addressing psychosocial hazards, and there were no universally accepted, detailed guidelines for doing so. COVID-19 highlighted the need for a more structured, proactive approach to managing mental health risks in the workplace.
The Safe Work Australia Code of Practice was developed as a direct response to the growing recognition that psychosocial risks needed to be managed in the same way as physical risks. It offered a framework to assess, control, and review psychosocial risks systematically.
5. Support for Employee Engagement and Wellbeing
The pandemic also underscored the need for businesses to not only ensure safety but to engage and support their employees effectively. This aligns well with frameworks like TED*® and 3VQ, which promote creating a workplace environment where employees are engaged, supported, and empowered. These frameworks fit naturally into the Code of Practice, as they provide tools and practices to reduce psychosocial hazards by addressing the dreaded drama triangle roles we play in times of stress and fostering proactive, empowered roles that support co-creating outcomes aligned to organisational purpose and vision.
While the Code of Practice for Psychosocial Hazard Risk Management was developed before the COVID-19 pandemic, the events of 2020 and beyond accelerated the need for these guidelines. The pandemic revealed the extent of psychosocial risks and highlighted the importance of addressing mental health in the workplace. As a result, organisations and regulators recognised the need for clearer guidelines and a more structured approach to managing psychosocial hazards, which led to the increased adoption of the Code of Practice.
This shift not only aimed to protect employees but also to foster a more resilient, engaged, and high-performing workforce.
Are You Ready To Make A Shift In How Your Team Operates?
Begin with small steps: purchase copies of the best-selling book, The Power of TED*® by author, David Emerald, co-founder of The Center for the Empowerment Dynamic. I say copies because this is about co-creating change. Offer a copy or audiobook to every member of your leadership team or your entire staff! Next, engage in a 5-Step Action Planning Consult with me, encourage open dialogue, and embrace the empowering roles of Creator, Coach, and Challenger in your daily work. Lead the way for your team by becoming a role model for change.
To dive deeper into these concepts and start integrating TED*® and 3VQ® into your organisation, contact me for personalised coaching, workshops, and resources that will help you create the thriving culture your team deserves.
Ready to get started? Contact me today, and let’s discuss how we can build a better, more empowered organisation together!
Next: Part 7 – The Hidden Costs of “I’m Tired” in Today’s Workplaces
“I’m tired” — a phrase increasingly heard by HR specialists and leaders across organisations. It speaks volumes about the drama, uncertainty, and overload that has become a part of many employees’ and managers’ everyday experience, especially post-COVID. The intense restructuring, the move to flatter organisational structures, and the push to do more with less have left many leaders stretched thin.