Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p6
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 6/36)
Character Range: 110002–113386

procedures      -          Provide training to supervisors and workers on recognising signs and symptoms of fatigue.
                                      -          Empower workers in situations where they face high emotional demands (e.g. allow discretion in providing refunds where appropriate to avoid customer aggression or distress).
                                      -          Increasing the level of practical support during peak workloads.
                                      -          Provide access to an employee assistance program.
The worker                            -          Provide training if required to ensure workers have the skills to meet work demands.
                                      -          Provide training to supervisors and workers about early warning signs and symptoms of work-related fatigue and how to respond when they recognise them in themselves or others.
                                      -          If emotional demands are an unavoidable part of a worker's role, ensure these are captured in the position description and applicants are informed at the pre-selection stage (e.g. at interview) of the demanding nature of the role.

Low job control

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.

Low job control may include:

    -          requiring permission or sign-off before progressing routine or low risk tasks (e.g. before ordering standard monthly supplies or sending routine internal emails)
    -          workers' level of autonomy not matching their abilities (e.g. inexperienced and highly skilled workers are given the same level of autonomy)
    -          prescriptive processes and not allowing workers to apply their skills or judgment (e.g. work is tightly scripted and workers cannot adapt to the specific situation)
    -          lack of consultation about changes impacting their work (e.g. changing processes for interacting with clients)
    -          limited scope for workers to adapt the way they work to changing situations or adopt efficiencies in their work (e.g. not allowing workers to adapt processes which do not suit the situation)
    -          workers have little influence on how they do their work, when they change tasks or take breaks (e.g. work is machine or computer paced)
    -          workers are unable to avoid dealing with aggression or abuse (e.g. police or healthcare services)
    -          workers do not have control over their physical environment (e.g. working in uncomfortable temperatures), and
    -          Where workers are engaged insecure, precarious and contingent work arrangements (e.g. casual work, labour hire, fixed-term contracts, gig economy workers).

Controlling low job control

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                       -          Match workers' level of autonomy to their skills and experience.
                                      -          Implement consultation arrangements to regularly discuss