Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p9
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 9/36)
Character Range: 119664–122902

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 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 support may include:

    -          insufficient, unclear or contradictory information (e.g. necessary information is not passed on or is communicated poorly)
    -          not having the things to do their job properly or on time (e.g. not having the necessary tools, systems, equipment or resources)
    -          frequently needing to compete for the things needed to do the job (e.g. where multiple workers need to use equipment at the same time)
    -          poorly maintained or inadequate tools, systems and equipment (e.g. tools are broken or IT systems do not work as intended)
    -          inadequate training for the task (e.g. new workers are asked to do complex tasks or workers are expected to use new tools without training)
    -          jobs where supervisors are unavailable to make decisions or provide support (e.g. they work from a different location or are frequently in meetings)
    -          inadequate guidance from supervisors or assistance from other workers (e.g. other workers are not available to help safely complete tasks)
    -          workers cannot ask for help when needed (e.g. workers are not able to pause work, leave their workstations or are working remotely without means to contact supervisors)
    -          workplace cultures that discourage supervisors or co-workers supporting each other (e.g. highly competitive, insecure, critical, uncooperative or uncollaborative workplaces)
    -          working environments that discourage discussion (e.g. lack of suitable spaces to discuss sensitive issues or where workers are physically separated)
    -          limited emotional support or unempathetic leadership (e.g. supervisors do not notice when workers are struggling, do not take issues seriously or provide a safe space to raise issues), and
    -          infrequent or poor performance feedback and discussions (e.g. feedback is unclear, unhelpful or not provided).

Controlling poor support

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                       -          Implement good information sharing systems so workers have quick access to the information they need to do their jobs (e.g. ensure databases are kept up to date and are user friendly).
                                      -          Design work so supervisors have manageable workloads, sufficient resources and their span of control allows effective supervision (e.g. supervisors have time to answer questions or assist with challenging tasks).
                                      -          Establish systems to ensure regular, fair, goal-focused and constructive