Engaging senior leaders to elevate OHS internal responsibility systems with psychological health and safety programs


Credit: Getty Images/ Panuwat Dangsungnoen.
All psychological health and safety (PHS) programs require buy-in and support to mature to their full potential. One lens that may help engage senior leadership in implementing an effective PHS program is increases in OHS due diligence fines. Industries like construction, oil, manufacturing, transportation, first responders and health care require robust systems, where OHS standards can mean the difference between life and death.
Some employers are unclear about PHS programs and their value. They see them only as providing employees with mental illness support systems (e.g. employee and family assistance programs and benefits) instead of their primary focus of preventing harm.
Courts demand employers do better
Recent court decisions such as R. v. Greater Sudbury (City) (2024) and R v. Stave Lake Quarries Inc. (2021) highlight that employers are accountable for ensuring OHS policies and procedures are in place, have been effectively implemented and are audited regularly to ensure they function as intended. Most provinces’ OHS legislation guides employers on their duty to protect workers from physical and psychological harm (e.g., harassment).
An OHS system must have conditions that promote a strong internal responsibility system (IRS) to be effective. IRS implies that every employee is responsible for keeping the workplace safe and healthy, regardless of their title or role. Employees trained in OHS policies and procedures must know their three rights: 1) Right to know about hazards and receive safety information; 2) Right to participate in health and safety solutions; 3) Right to refuse dangerous work.
An OHS program with controls and a plan-do-check-act approach directly impacts employees’ and leaders’ actions in accepting their IRS roles.
Why do some employees fail to fulfill their IRS role?
Many employees may struggle to fulfill their IRS role due to underlying factors. It is crucial to understand these factors and their implications to foster a safe and compliant workplace culture.
- Fear of retaliation: Employees may avoid reporting unsafe conditions due to concerns about job loss, demotion or harassment, leading to reduced open communication about safety issues.
- Perceived consequences: Concerns about damaging relationships with supervisors or being seen as insubordinate can deter employees from refusing hazardous work due to fears of risking their career progression.
- Lack of supportive management: A lack of encouragement from management can make employees feel belittled, resulting in disengagement from their IRS responsibilities.
- Inadequate training: Training programs may be ineffective if employees feel unsafe or disrespected, as they overlook the emotional aspects of safety and fail to empower workers.
Why psychological safety programs can help mature internal responsibility systems
Psychological safety fosters a workplace culture where all employees feel secure expressing their thoughts, concerns and ideas without fearing negative consequences such as humiliation, punishment or retribution. This sense of emotional safety helps eliminate a fear-driven culture.
When psychological safety is prioritized, employees are positioned for success, leading to an environment where they are more likely to raise safety issues. A psychologically safe culture encourages employees to feel like part of the solution, creating opportunities for collaboration and problem-solving. The foundation for an effective IRS rests on employees’ willingness to address unsafe conditions and practices.
Workplaces that have cultivated a culture of psychological safety empower employees to engage openly in safety discussions, report hazards and refuse unsafe work without fear of repercussions. This enhances the IRS’s effectiveness and contributes to a physically and psychologically safe workforce.
IRS-minded employees are more likely to view themselves as partners with their employers in enforcing OHS standards with the shared goal of preventing physical and psychological harm. This collaborative environment creates opportunities for continuous improvement in safety practices.
What an effective PHS program can do to mitigate OHS liabilities
- Financial benefits: An effective PHS program can significantly reduce financial risks associated with OHS compliance issues, such as costly fines, legal fees and expenses related to workplace injuries and disabilities. Organizations can identify and mitigate risks by promoting a culture that encourages employees to report hazards and engage in the IRS, leading to decreased liability. A PHS program enhances employee mental health, reduces stress, harassment and bullying, and lowers turnover rates and recruitment costs. Investing in a robust PHS program ensures regulatory compliance and leads to lower operational costs and improved financial performance.
- Employee benefits: An effective PHS program benefits the organization financially and significantly enhances the employee experience. When employees feel psychologically safe, they develop a strong sense of belonging and ownership in their workplace, fostering career growth and investment in their roles. Case studies from various organizations demonstrate that robust PHS programs lead to increased employee engagement and active participation in safety initiatives. In these environments, employees are more likely to take responsibility for their safety and that of their colleagues, report unsafe conditions, and collaborate with management to improve practices. This partnership cultivates a safer workplace and minimizes liabilities, creating a culture where employees and their organization thrive.
- Employer benefits: Organizations prioritizing PHS ensure compliance with regulations and significantly enhance their reputation as responsible employers. By fostering a positive workplace culture, these organizations attract top talent, boost employee morale and improve retention rates. This commitment to employee well-being enhances brand reputation within the community and signals to stakeholders, clients and shareholders that the organization values its workforce. As a result, investing in PHS can lead to increased shareholder value and stronger environmental, social and governance performance. Focusing on employee health reduces downtime and fosters innovation, ultimately driving financial success and building customer loyalty. By promoting a sustainable business model rooted in employee well-being, organizations position themselves for long-term growth and stability.
Dr. Bill Howatt is the Ottawa-based president of Howatt HR Consulting.
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