Creating Psychological Safety in the Workplace
Posted by Clarion Safety Systems | 20th Jul 2020
Historically, the health and safety of workers is framed by identifying risk factors for injuries and illnesses and taking steps to eliminate or mitigate them. Yet, an integrated or holistic approach to managing workplace safety means going beyond just these more physical aspects. Psychological safety plays a crucial role in ensuring employee wellbeing. As the COVID-19 pandemic continues to blur the workplace-based and work-from-home environments, employers increasingly need to examine safety culture beyond the physical limitations of the workplace itself. It’s critical in keeping employees engaged, alert and healthy.
What Is Psychological
Safety in the Workplace?
The mental health side of safety addresses environmental
factors that can affect employees’ abilities to do their work and do it well. Some
of these factors might only inhibit efficiency, such as distractions caused by
louder open floor setups. Others might cause direct harm, such as how the
company addresses accidents, discrimination claims and work-life balance
opportunities.
The spread of COVID-19 has many organizations considering new and better ways to address worker well-being. It’s important to note, though, that psychological safety is not a new factor that arose with the current pandemic. Mental health in the workplace has steadily gained attention over the years, becoming more and more of a focus point. In fact, in our recent Clarion Safety blogs on reviewing top workplace safety trends of 2019 and on looking forward to trends in 2020 and beyond, proactively addressing worker wellness, including emotional and environmental support, were among the short lists of top issues.
The Benefits of
Psychological Safety
It goes without saying that when employees are mentally and
physically healthy at work, everyone benefits, including customers – and even a
company’s efficiency and bottom line. Some of the many benefits employers can
look forward to when a well-rounded approach to safety is prioritized include:
- High Quality Workforce: Believe it or not, some companies worry about attracting people with high levels of qualifications because they do not have opportunities in place to retain them. To attract and retain top-tier talent, companies need to provide opportunities for growth and make work a pleasant place to be. Turnover is expensive, so not only do companies build a better workforce, but they can save money on retaining talent and need fewer recruiting resources.
- Better Collaboration: Companies often worry that when they have a team of strong performers, it might become too competitive. Building a work culture that prioritizes teamwork over individual achievement tempers this. People then become focused on accomplishing tasks together and working as a group instead of looking for opportunities to outdo their peers. This creates less stress, fewer toxic relationships and better opportunities for collaboration across the board.
- Improved Customer Satisfaction: When employees feel empowered to go above and beyond while serving customers, customers do notice. This helps companies to retain customers as well. Attrition, like employee turnover, is expensive. Current estimates cite that it costs five times as much to attract a new customer than to keep one you already have.
- Increased Productivity: The CDC reports that when people suffer from depression, which is the most common mental health problem, 80 percent of them might face impairment. This means that even when they show up to work, they might work more slowly or make mistakes. In some professions, mistakes can cost millions of dollars or even lives. Because of this, more employers now provide access to counseling.
How to Boost
Psychological Safety
When developing a holistic safety program, if you’re unsure
where to start, turning to professionals – like organizational psychologists –
who are well-versed in mental health can be a good way to establish a
foundation for your workplace. These are the professionals that can assess your
workplace culture, determine its shortcomings and devise a customized plan to
address your specific needs. Here are four additional, fundamental tips to keep
in mind:
1. Start With an Assessment
Most proper solutions begin with a thorough understanding of the issues. This
is true for product safety (such as with
equipment
risk assessments – and even safety label
assessments) and physical workplace safety (such as with workplace
risk assessments or job hazard analysis), as well as for psychological
safety. Even if your internal professionals decide to tackle the issue, they
need to complete thorough assessments to get a deeper understanding of the
obstacles ahead and the root causes that lead to them.
2. Consider Personal Preferences
Not everyone handles their issues the same way or seeks out the same solutions.
For instance, some people might appreciate having an on-site counselor they can
speak to at any time. Others prefer access to something more anonymous, so no
one can see them enter or exit the office. Similarly, some people might want
napping pods while others want a games room. You probably can’t cater to
everyone, but provide options for people to choose from.
3. Encourage Everyone to Get Involved – and Ask Questions
When employees feel they cannot challenge policies or question the status quo,
it stifles creativity. Some people become accustomed to merely doing their work
and heading home to the rest of their lives. Others eventually want something
more fulfilling and leave to find employment with a company that values their
input. Create a company that values what employees have to say. Even if you
don’t agree with them, it is important to provide a safe space for people to
air disagreements and have healthy conflicts.
4. Keep in Mind the Value of More ‘Physical’ Safety Programs
Addressing common ‘physical’ workplace safety issues, like those in
OSHA’s annual
top violations list, is important to keeping workers out of harm’s way, but
the very method that employers use to proactively develop mitigation efforts
can go a long way in boosting some of the more abstract factors in employee
wellness, like morale. When the
global
standard for occupational health and safety management systems, ISO 45001, was
developed, it was heralded not only for its ability to reduce work-related
injuries and fatalities, but to create opportunities for organizations to add
value, integrating safety, health, quality, environmental and asset
maintenance. In a very tangible way, the overall safety program in place, from
safety training to the use of PPE, can help employers to demonstrate their
level of care for their workplace, and for employees to feel valued. Interesting
to note here is the importance of
safety labels and signs
in risk communication and risk reduction strategies; not only can they help to
reinforce important safety messages – they’re one of the most visible and
apparent aspects of a safety program.
Building a culture that sufficiently tackles psychological safety requires input from all parties involved, ongoing assessments and continual tweaking. Companies might make mistakes along the way, but these provide learning opportunities to move forward, in the safest way possible.