Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p14
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 14/36)
Character Range: 136154–139849

train them on safely using new equipment).
                                                      -          Ensure the person communicating changes has the skills and authority to do so, and supervisors have the skills to support workers through periods of change.

Inadequate recognition and reward

Note: Some of these examples of hazards may not create psychosocial risks on their own but may do so if combined with other hazards. Some hazards may only create risks on their own when severe. Consider all hazards present and the circumstances to determine what is reasonably practicable to manage the risks.

Inadequate recognition and reward may include:

    -          receiving unfair negative feedback (e.g. criticism on things workers cannot control or on things for which they have received insufficient training and support)
    -          receiving insufficient feedback or recognition (e.g. workers do not receive feedback on their work or are not given information to help them improve; workers are not acknowledged or rewarded for high effort or supporting colleagues)
    -          unfair, biased, opaque, or inequitable distribution of recognition and rewards (e.g. workers being rewarded for the efforts of others)
    -          limited opportunities for development (e.g. a lack of job training or development), or
    -          not recognising workers' skills (e.g. closely supervising or directing an experienced staff member on simple tasks).

Controlling inadequate recognition and reward

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                                   -          Use fair, transparent and meaningful ways of providing recognition and rewards to reflect workers efforts (e.g. avoid only recognising the workers doing high profile work; recognise teamwork and corporate contributions).
                                                  -          Design fair and transparent performance management processes (e.g. ensure performance measures relate to aspects of work within a worker's control and consult workers on performance expectations).
Providing appropriate recognition and reward      -          Provide recognition or feedback promptly and ensure it is specific, practical, fair and clearly relates to workers' performance.
                                                  -          Consult workers when designing reward and recognition systems.
Safe work systems and procedures                  -          Develop leaders' abilities to provide constructive feedback and recognise good performance.
                                                  -          Ensure performance management systems focus on aspects of work that are within the worker's control.
                                                  -          Ensure you attribute work correctly and ensure the right workers receive recognition for achievements.
                                                  -          Train supervisors on how to have difficult conversations and manage underperformance in a way that prioritises improvement over blame.
The worker                                        -          Implement systems to support performance (e.g. training and mentoring) and provide opportunities for development (e.g. allow workers to take ownership of particular tasks).
                                                  -          Recruit or train supervisors with the skills to provide constructive feedback and recognise the contributions of workers.

Poor organisational justice

Note: Some of these