PYSCHOLOGICAL SAFETY at WORK: Should Employers and Safety Personnel Care?
As an employee / worker (in any industry) have you ever felt the things you need to perform your work effectively seem so far away? Have you ever thought what makes sense to you is not what is happening around you? Did it ever seem your world was turned upside down? Who do you speak with to address these things?
No employee wants to look ignorant, incompetent, intrusive, or negative. Accordingly, they will not ask questions, admit mistakes, offer ideas, or challenge status quo. (Edmondson, YouTube 2019)
“Psychological Safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution.” Amy C. Edmondson, PhD.
When employees go to HR to resolve issues, that is an indication they do not feel comfortable sharing with their team of supervisor. If they don’t go to HR, ultimately, they quit trying or outright quit.
Psychological insecurity is an “intangible” hazard that is historically overlooked in the workplace. Employers traditionally have not been equipped with awareness and/or knowledge of this hazard and often dismissed such issues with employee blaming.
Typical is changing….
These days, awareness programs for psychological safety can be found anywhere an employer looks for resources. Even a simple web browser search for safety program resources will likely produce something related to psychological safety in the results. Furthermore, jurisdictions in North America and elsewhere, are recognizing the impact of psychological safety on the workplace and including requirements within their respective OHS legislation. (Some jurisdictions include “psychological” elements in their harassment or violence laws.) For example, in my home Province of Alberta, Canada, section 2 of the Occupational Health & Safety Act reads “The purposes of this Act are … (a) the promotion and maintenance of the highest degree of physical, psychological and social well?being of workers, …” In turn, the Alberta Occupational Health & Safety Code provides requirements for conducting assessments that identify psychological hazards and implementing controls that address psychological safety.
Why should employers care about psychological safety?
It is a proactive method of looking after employee well being. If that reasoning does not generate enough motivation: MONEY! If an employer has employees exposed to psychological insecurity, they risk money, opportunity, and reputation.
5 reasons employers should address psychological safety in their workplace(s):
1) Claims (workers’ compensation and third party) drive premium costs up.
2) Lost opportunities for improved production methods and cost savings.
3) Reduced production in the form of absenteeism, distracted performance, etc.
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4) Cost of hiring due to employee turnover.
5) Costs associated with a negative brand image.
Why should safety personnel care about psychological safety?
When workers do not share pertinent information, a breakdown eventually occurs. Sometimes that breakdown leads to an injury. Worst case scenario is a young, new employee not speaking up when there is a concern for safety. (See my article: Refusing Unsafe Work: As Easy as it Sounds, Right?)
When employers cultivate a culture where empowered employees address concerns and bring suggestions forward, the employer benefits and the employee can speak with their team or supervisor with comfort and confidence.
How does your employer address psychological safety?
#safety #safetyculture #psychologicalsafety
PHOTO CREDIT: Combined NASA images from GOES8 and James Webb Telescope
References:
Edmondson, PhD, Amy C. (2018) The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Hoboken, NJ: John Wiley & Sons.
The Fearless Organization: keynote by Amy Edmondson at The HR Congress World Summit (2019) YouTube video online
Thank you for continuing this conversation!!
MBA, CPHR, CRSP, SHRM-SCP, CTSP | CPHR AB Board Member | HR & Safety Consultant | Public Speaker | Veteran | Husband & Father
1 个月I'd even add the consequences of not addressing it could lead to costly court cases, wrongful dismissal or human rights complaints. Weather the claims are merited or not, employers will spend time and resources defending against them.