In an era where telecommuting and remote jobs are becoming increasingly common, it’s essential to understand the unique psychosocial hazards associated with remote or isolated work.
This type of work arrangement, characterised by separation from the immediate support of colleagues and superiors due to location, time, or the nature of the job, can present significant challenges for workers’ mental health and wellbeing.
The nature of remote or isolated work
Remote or isolated work isn’t just about poor mobile reception in a building; it encompasses a wide range of scenarios, including:
- Individuals working in solitude, like cleaning staff in an office after hours
- Occupations where assistance in emergencies is difficult to obtain
- Job sites that are time-consuming to access or egress, such as prisons or tower cranes
- Commuting to and working in remote locations
- Infrequent deliveries creating limited access to resources and long delays for supplies
- Lack of support networks, often experienced in fly-in fly-out (FIFO) roles
- Unpredictable or limited communications and technology infrastructure
Identifying psychosocial hazards
To ensure a healthy and safe working environment, employers must recognise if psychosocial hazards, like remote or isolated work, exist in their workplace.
Strategies in identifying these risks can include:
- Consultation with workers: Engage in open communication. Workers might express feelings of stress, fear, isolation, or support-lessness, which can highlight underlying hazards.
- Surveys and assessment tools: Implement tools such as the ‘People at Work’ psychosocial risk assessment, especially useful for larger businesses.
- Observation: Monitor work practices and employee behaviour for signs of isolation or difficulties in receiving prompt aid during emergencies.
- Review of records: Analyse overtime logs, time-off requests, injury reports, and workers’ compensation claims for patterns that might indicate psychosocial risks.
- Reporting mechanisms: Develop a culture that encourages reporting hazards without fear of reprisal.
Controlling remote or isolated work risks
For employers, the responsibility lies in eliminating or minimising psychosocial hazards where possible.
The management of risks associated with remote or isolated work includes:
- Optimising workplace layout and design to foster a sense of connection
- Establishing robust communication systems that can overcome geographical barriers
- Implementing buddy systems to ensure no one works in complete isolation
- Maintaining accurate movement records to track workers in remote or isolated settings
- Offering comprehensive training, information, and supervision to aid workers in effectively managing potential risks
Employers can refer to the ‘Code of Practice: Managing the workplace environment and facilities’ for guidance on these control measures.
When selecting these measures, it’s crucial to evaluate all existing hazards and how they might compound risks.
Reviewing control measures
Reviewing control measures is a crucial step in ensuring their effectiveness.
If a measure is not adequately managing the risk, or if it introduces new risks, action must be taken to reassess and adjust the plan.
Final considerations
Remote or isolated work poses unique challenges that must be addressed to protect the mental health and safety of workers.
By evaluating psychosocial hazards, consulting with employees, employing risk assessment tools, and implementing control measures, employers can create a safer and more supportive work environment.
For further information on fulfilling Work Health and Safety (WHS) duties and accessing more resources on mental health, employers and workers alike can visit Work Safe Australia’s mental health page.
Source:
- Remote or isolated work – Safe Work Australia
