Managing psychosocial risks at work – developing New Zealand’s first good practice guidelines

Exploring psychosocial risk from a solution point of view – developing interventions and products to embed good practice

Supporting organisations to pick the best system level interventions

The importance of growing maturity to develop a more sophisticated or nuanced approach to psychosocial risk management

Identifying the psychosocial hazards our organisations expose workers to and understanding the impact these have on employee wellbeing and enterprise risk

How can organisations ensure and demonstrate a strong and proportionate level of accountability for psychosocial risk?

Outlining the key psychological frameworks that help organisations to understand and manage their psychosocial risks

Bringing psychosocial risk into the critical risk conversation - how do you decide on what is a critical risk and what isn't a critical risk?

Examining the interventions, controls and measures that can be put in place to around critical psychosocial risks

Tackling the conflation of wellbeing and psychosocial risk – does this have impact on the effectiveness of interventions when wellbeing solutions are implemented as psychosocial risk controls - can they ever be any more than just sticking plasters that don’t address the core risk?

Exploring the competitive advantage of being recognised as an organisation that prioritises, promotes and works to achieve workplace mental wellbeing

Highlighting the key metrics and indicators used to measure and review the effectiveness of psychosocial health and safety interventions

Recognising that the organisation and the way it operates is the main source of its psychosocial risks

How do you effectively assess what's a reliable measure of psychosocial risk?

Analysing a range of assessment tools and mechanisms to identify psychosocial risks across your operations

Undertaking an analysis of your exposure to psychosocial hazard

What are the best mechanisms for presenting psychosocial risk assessments and using them for decision making?

Identifying the capabilities and skills required to undertake assessments of the critical psychosocial risks facing an organisation

Exploring the journey from risk assessment, through hazard identification to intervention and review

Addressing issues around culture and attitudes related to workplace mental wellbeing and psychosocial risk

Identifying ways to break down traditional mindsets of what mental health and workplace mental well-being and psychosocial risk are

Exploring strategies to build a supportive culture that prioritises mental wellbeing and enables the effective management of psychosocial risk

Tackling ‘harden up’ culture and addressing intergenerational and cultural attitudes linked to concepts of stoicism that are often deeply ingrained within Kiwi organisations and reflected in leadership behaviours

Identifying allies and influencers that can help make psychosocial risk a part of the conversation in your workforce and drive culture change

How do organisations demonstrate their commitment to managing the psychosocial risks to the employees?

Identifying your organisational cultures protective factors

How can we ensure that psychosocial risk is a top table conversation?

How to continue growing engagement and maturity in ever-changing organisations

How can we better connect the frontline experience of employees and the impact of work on their mental wellbeing with leaders' strategic vision and organisational priorities?

Understanding the impacts of business strategy on frontline wellbeing and how unaddressed psychosocial risks can threaten business strategy

Integrating psychosocial risks into operational risk management, organisational culture, and daily behaviours

Analysing the psychosocial risks and demands of working in a prison environment

Highlighting the relationship and boundary between risk management and the development of psychosocial risk controls and the creation of a psychological safe culture through strong leadership - exploring how these are distinct but complementary two sides of the same coin

Developing the capability to understand and manage psychosocial risks to workers from exposure to violence and aggression

Sharing wider insights from our work in Corrections for other frontline and other public service environments to support the building on ongoing maturity

Assessing current levels of organisational maturity around psychosocial risk

Exploring the practical interaction between leaders, HR teams, operational management, risk managers. health & safety practitioners and wellbeing teams around psychosocial risk

Where does responsibility lie for psychosocial risk and how do we avoid everyone thinking it’s someone else issue?

Understanding how different teams from across an organisation can come together and present an integrated front in managing psychosocial risks

How can organisations better operationalise mentally healthy work and communicate psychosocial risks in language that resonates and connects with operational leaders

Building the capability and the capacity of frontline teams to manage psychosocial risk

Developing HR processes that take a risk management-based approach to managing psychosocial risk

Exploring how human beings respond to stress – why do some people burn out and not others?

Identifying the workplace psychosocial factors that can act as predictors of burnout

Recognising stressors - How to design solutions to address stressors and reduce potential psychosocial risk employees

Understanding the relationship between workload and burnout – exploring potential controls

Assessing the role and limitations of staff resilience programmes

Applying a mental well-being by design approach to redesigning work in order reduce stress eliminate burnout and improve wellbeing

Exploring how the Better Work by Design (BWBD) process allows organisations to meet their obligations to identify and manage work-related psychosocial risks and an opportunity to design work so that people thrive and organisations succeed

Examining the 5-stage BWBD process that enables the identification and management of work-related factors that either harm or are protective of mental health and wellbeing

Analysing the tools available to identify both psychosocial risks and protective factors

Engaging workers doing similar work to provide a work-as-done as opposed to a work-as-imagined view of their current work in relation to factors that are harmful to, as well as protective of, their wellbeing

Understanding how BWBD acknowledges workers as the experts in their work and its impacts

What does wellbeing at work look like in high‑pressure environments - navigating government and community expectations while walking alongside those who have experienced a traumatic and life changing event?

Examining the value of a psychosocial risk management approach grounded in kaimahi experience, enabling the identification of mitigations that are effective and meaningful

Exploring the hierarchy of controls in the context of disaster recovery, focusing on where risks can be eliminated or reduced, and how harm can be minimised when elimination is not possible