Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p12
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 12/36)
Character Range: 129440–133069

responsibilities and tasks have been allocated, and ensure workers understand.
                                      -          Ensure workers assigned to the same task understand who is doing what.
                                      -          Change tasks or processes that frequently create conflict, confusion, or result in frequent mistakes (e.g. provide clearer explanations or redesign the tasks).
                                      -          Update job descriptions and any role expectations following changes.
                                      -          Implement regular check-ins and encourage open discussion among team members to ensure they are clear about who is doing what.
                                      -          Provide all workers with an induction and ensure they understand their role.
                                      -          Provide clear guidelines for what to do when expectations do not align (e.g. between workers, workers and supervisors, or workers and clients).
                                      -          Implement systems to help workers identify issues or conflicts and resolve them.
Safe work systems and procedures      -          Talk to workers to ensure they understand their role, your expectations, who they report to and the organisations work more broadly.
                                      -          Encourage feedback on changes that affect workers' job tasks
                                      -          Design a performance feedback system where employees receive regular feedback and provides them an opportunity to raise concerns about role clarity.
                                      -          Check with employees to ensure they understand any additional or different responsibilities or duties following an organisational change or restructure.
The worker                            -          Encourage workers to talk to their supervisor or manager early if they are unclear about the scope or responsibilities of their role.
                                      -          Provide a realistic job summary and overview during recruitment and selection processes so applicants are aware of the role, expectations and responsibilities.

Poor organisational change management

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.

Poor organisational change management may include:

    -          not consulting workers on changes in the workplace (e.g. not talking to workers or genuinely considering their views)
    -          poor consideration of WHS risks or performance impacts of a change (e.g. not considering health and safety risks when downsizing, relocating or introducing new technology or not allowing for drops in productivity while workers learn new processes)
    -          poorly planned changes (e.g. changes are disorganised, do not have a clear goal or do not account for workers' needs; inadequate communication with stakeholders causing disruption)
    -          poor communication about planned changes (e.g. allowing rumours to spread without providing timely, authoritative information)
    -          insufficient information is provided regarding changes (e.g. information is unclear or does not provide enough guidance for workers to understand and engage with the change)
    -          inadequate support for workers through the change