Indicative ROIs of a 500 FTE workplace.
Waiting for people to be harmed as the focus of management. Where copious money is spent on capturing bottom of the cliff incidents and surveys. When you consider this common misapplication it's no wonder that for every $1 the organisation has spent on this strategy, they lose 67c as employees go off sick, suffer presenteeism and absenteeism, fellow employees pick up the workload and are further burdened to stress and burnout, disengagement ensues and even more psychosocial AND physical safety incidents occur. performance goes down, there is an increase in worker compensation claims, and people eventually leave. And the workplace is left open to legal liability as this isn't Compliance, managing via psychosocial risks, only a worksafe guideline to start looking at what they are.
Apply PREVENTIVE measures and manage at the CAUSES of bullying etc, and it's pretty easy to see that people will be more present, like where they work, trust that the organisation is genuinely looking after employees and has their best interests and values them, people will be more engaged and willing to go the extra mile, pay more attention so decrease physical and psychosocial incidents and accidents and want to stay in their jobs. It is easy to see how every $1 spend magnifies to saving $40 through ripple effects of good management to prevent risks, healthy engaged employees and great reputation where top talent actually WANTS to come work. And is actually what Compliance requires.
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The most common challenge in psychosocial risk management compliance is relying solely on traditional organisational psychology, HR, or wellbeing-led approaches. Strategies such as policies, leadership training, CPD, wellbeing programs, and primary/secondary/tertiary interventions are valuable for culture and support, but do not meet WHS requirements for psychosocial risk management. Recent WHS decisions have increasingly emphasised the need for evidence-based risk controls that directly address identified psychosocial hazards.
EnableOrg® is the industry’s only platform combining deep WHS risk and compliance proficiency with organisational psychology expertise. We understand why these approaches are widely used and how they contribute to a healthy workplace—and we help you align them with what WHS psychosocial risk management actually requires.
Our Elevated Proactive Psychosocial Risk Management framework focuses on harm prevention at the source, integrating compliant WHS risk controls with people-focused practices, so you can both support wellbeing and meet your legal obligations.
Psychosocial factors often play a predominant role in physical safety incidents. We just traditionally have never been looking there.
💢 70-80% of workplace accidents linked to psychological factors:Source: American Psychological Association (APA), "Work and Well-being Survey" (2015)
💢 Employees with high levels of stress are 50% more likely to have workplace accidents or injuries:Source: National Institute for Occupational Safety and Health (NIOSH), "Stress and Health" report (2017)
💢 Depression and anxiety increase workplace accident risk by 30-40%:Source: World Health Organisation (WHO), "Mental Health and Work" report (2019)
💢 Workers with mental health issues are 3x more likely to be involved in workplace accidents:Source: Safe Work Australia, "Work-related Mental Health" report (2020)
💢 Fatigue contributes to up to 20% of workplace accidents:Source: International Labour Organisation (ILO), "Workplace Fatigue" report (2016)
💯 if we really want to manage physical and mental safety for long term reduction, it's establishing a Healthy Culture, where employees feel safe and valued.
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