Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p8
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 8/36)
Character Range: 116337–119946

circumstances to determine what is reasonably practicable to manage the risks.

Job insecurity may include:

       * Work that involves uncertainty over the extent and length of their employment, such as casual, labour hire or rolling fixed-term contract work.
       * Workers coming to work sick or injured (presenteeism) to maintain a positive impression with the employer so as to secure future shifts and employment contracts
       * No paid leave, leading to presenteeism
       * Workers taking on more hazardous job tasks
       * Workers do not have control over their pay and work process
       * Workers performing extended hours of work when jobs are available
       * Ongoing fatigue when long hours of labour are on offer or required, and
       * Isolated work resulting in physical and social isolation

Controlling Job insecurity

Note: These are examples only. You must identify and implement control measures that eliminate or minimise the risks in your workplace, so far as is reasonably practicable.

Job/work design                       -          Consult and provide advance notice of work arrangements.
                                      -          Implement consultation arrangements to regularly discuss the work and any changes impacting workers usual work hours or arrangements.
Reducing job insecurity               -          Where reasonably practicable, avoid insecure, precarious and contingent work arrangements (e.g. move long-term casual or fixed-term workers to permanent, ongoing employment contracts).
                                      -          Review and adjust employment agreements and entitlements to enable more stable and secure employment opportunities.
                                      -          Plan any regular additional work hours or changes to work in advance with workers (e.g. if additional hours are usually required during peak season, plan this in advance with workers).
                                      -          Involve insecure workers in organisation decision-making processes and encourage questions about their employment status.
Safe work systems and procedures      -          Create an environment where workers feel they do not need to always maintain a positive impression with the employer to secure shifts or employment contract.
                                      -          Provide mechanisms for workers to report issues, raise concerns or appeal workplace decisions. This may include anonymous surveys or reporting.
                                      -          Ensure you attribute work correctly and ensure the right workers receive recognition for achievements.
                                      -          Provide systems to protect workers who raise safety concerns from discrimination (Sections 104-109 of the WHS Act prohibit discriminatory, coercive or misleading conduct).
                                      -          Provide leadership and supervision that supports workers to provide input regarding work hours and arrangements.
The worker                            -          Encourage workers to use available processes to raise concerns, issues or complaints early, and use appeal processes when necessary.
                                      -          Encourage workers to not attend work if they are sick or injured.
                                      -          Hire and promote workers based on merit using transparent selection methods.

Poor support

Note: Some of these examples of hazards may not create psychosocial risks on their own but may do so if combined