Psychosocial safety readiness checklist

Someone senior clearly owns psychosocial safety, and it's named, not assumed.

Your executive team and directors understand that the duty of care extends to psychological health, not just physical safety.

Psychosocial risk is on a leadership or board agenda at a regular interval, not only after an incident.

You have a way to identify the recognised psychosocial hazards, things like high job demands, low control, poor support, role ambiguity, poor change management, and workplace conflict, bullying or harassment.

You identify hazards proactively, before they show up as a complaint, a claim or a resignation.

You look at hazards by team and role, not just as one organisation-wide number, because risk concentrates in pockets.

When you find a hazard, you assess how likely it is to cause harm and how serious that harm could be.

You use consistent criteria to prioritise which risks to act on first.

You take account of how hazards combine, since several moderate ones together can be worse than any single one.

You put controls in place that address the source of a hazard, not only its symptoms.

Managers know what they're expected to do when a psychosocial risk is flagged in their team.

Controls are actually followed through, with an owner and a timeframe, not just noted and forgotten.

You consult your workers about psychosocial risks, because they see them first.

People can raise a concern safely, and they trust that raising it won't be held against them.

You close the loop, telling people what changed as a result of what they told you.

You review whether your controls are working, and adjust when they're not.

You keep a record of the hazards you identified, the risks you assessed, and the action you took.

If a regulator or an insurer asked you to show your psychosocial-risk management, you could produce that evidence quickly.