Don’t make the ‘13 psychological health and safety factors’ mistake

Credit: Adobe Stock/Fauzi.

One of our biggest challenges with employers and those tasked with implementing workplace mental health programs in the growing field of psychological health and safety (PHS) is the number of organizations where senior leadership has mandated the implementation of the 13 PHS factors that were introduced in CSA Z1003 Psychological Health and Safety, commonly known as “the standard,” published in 2013. The 13 factors provided an excellent introduction to psychosocial factors that, when present, promote mental health and, when they act as drains, are considered psychosocial hazards.

One challenge we have noticed is how many organizations have conflated the 13 PHS factors with the standard. Additionally, there is a general lack of understanding about the purpose of a workplace risk assessment.

This article launches a new series on psychosocial factors and hazards, encouraging practitioners to think beyond the original 13 PHS factors.

We want to make it clear that it is a mistake to implement the 13 PHS factors without careful consideration. One reason is that this frequently creates a check-the-box approach, where those responsible for workplace mental health hyper-focus on measuring the 13 PHS factors without consulting key stakeholders (i.e., employees) about other factors or hazards (e.g., isolation) that could be concerns.

The second reason is that this approach assumes all that must be done to create a psychologically safe workplace is to ensure all 13 factors are addressed. The third and perhaps most important reason is that risk assessment (i.e., measuring the impact of workplace psychosocial factors) is only one part of a well-defined PHS program that includes a Plan-Do-Check-Act (PDCA) approach with regular measurement, auditing and most importalty, continual improvement.

Why many employers make this mistake

The 13 PHS factors’ roots date back to 2009. They were published and utilized under the inovative Guarding Minds at Work survey. However, for many new to PHS, an enmeshing occurred, resulting in many concluding that the 13 PHS factors were the standard. One reason for this is that the standard was based on an OHS management system, and those tasked with workplace mental health were often HR professionals who may not have fully understood such a system.

The consequence was that workplace mental health programs often involved the following:

• Include a 13 PHS factors Guarding Minds at Work assessment.
• Ensure an employee and family assistance program (EFAP) is in place.
• Facilitate training for leaders and employees.

Too often, once the above are in place, we have heard “we now have implemented the standard” – a phrase commonly used, regardless of whether controls were put in place for any of the 13 factors that were hazards, or a PDCA framework was adopted to audit the impact. This approach often resulted in a check-the-box approach and outsourced mental health support for employees experiencing mental health challenges. One-off workshops (which we call “random acts of wellness”) frequently convey surface-level information. Without practice and intention, these workshops are often ineffective and rarely lead to lasting cultural changes or new habits that protect and promote employees’ mental health.

While the 13 psychosocial factors identified in CSA Z1003 provide an excellent foundation for considerations related to psychological health and safety, treating them as a to-do checklist is akin to attempting to perform a complex surgery with only 13 tools. The real world of workplace mental health is infinitely more complex, dynamic and interconnected than any standardized list can capture.

Let’s be clear: the 13 factors identified in the CSA Z1003 standard are not the problem. These factors represent a solid, evidence-based baseline of some of the typical psychosocial elements that are in most workplaces and can cause harm when they become hazards.

The problem lies in the lack of understanding of what a PHS program is and is not. The 13 PHS factors can contribute to one step in a PHS program design called hazard identification and risk assessment. The factors help identify hazards and their risks and, conversely, recognize what PHS factors can support a positive employee experience.

Beyond the 13: A systems approach to psychological health and safety

Every workplace is a unique ecosystem with its own culture, history, challenges, and opportunities. The PHS factors that impact mental health in a small municipality are often different from those in a large hospital, a first responder organization, a professional service, or a manufacturing plant.

Moving beyond the 13 factors begins with understanding workplace assessments, which is just one step in developing a PHS program. ISO 45003, Psychological Health and Safety at Work, is the first global standard that guides the measurement and management of psychological health and safety in the workplace.

ISO 45003 outlines three categories of PHS factors and hazards: how work is organized, interpersonal relationships, and environmental factors, which include 88 examples of PHS hazards. This model can serve as a North Star for measuring workplace assessments, as it provides evidence-informed examples that extend beyond the 13 PHS factors. It makes the point that employers need to adopt an approach to workplace assessment that is designed to gather insights from key stakeholders about what is happening in their workplace. It asks:

• What are the unique psychosocial factors and realities in this workplace?

• How do various PHS factors interact and compound in our context?
• What emerging PHS factors (e.g., AI) must we start to measure to monitor risk?
• What can we learn from our employees about their lived experience of psychological safety?

Rather than limiting our work of creating healthy and safe workplaces to the impact of 13 predefined PHS factors, consider all the components of an effective PHS program.

• Ensure representation: Involve employees as partners in identifying and addressing the psychosocial factors that most significantly impact their work experience. Ensure that you have input from a wide range of interested parties within the organization. This will likely be the Health and Safety Committee, but consider who else should be involved in this process.
• Assess: Conduct workplace psychosocial assessments, which can be qualitative or quantitative, to identify the unique psychosocial realities of your workplace.
• Be culturally responsive: Recognize that different organizations, departments and teams will have different psychosocial risk and protective factor profiles based on their unique circumstances.
• Be dynamically adaptive: Build systems that can identify and respond to emerging psychosocial factors as they develop, rather than addressing only those that fit predetermined categories.
• Base evidence on measurable change: Focus on targeted key performance indicators’ outcomes and behaviours rather than checking off factor-based compliance boxes.
• Seek continuous improvement: No health and safety program is ever “done.” Implement ongoing monitoring and adjustment processes that recognize psychological health and safety as an ongoing journey, not a destination.

A comprehensive program for addressing PHS must be systematic, such as using the PDCA model and being grounded in the understanding that effectiveness demands ongoing assessment, adaptation and refinement. It cannot rely on a fixed checklist of factors. This shift requires moving beyond the false comfort of standardization and embracing the more demanding – but ultimately more impactful – work of engaging with the complex, dynamic and continually evolving nature of workplace mental health.

Introducing our new series: Exploring beyond the 13 PHS factors

Recognizing the critical need to move beyond the 13 PHS factors, we are launching a new series of articles that will explore the many additional psychosocial factors that can positively or negatively impact the employee experience. Howatt HR developed the Workplace Psychological Safety Assessment, which measures factors, hazards, and risks beyond the 13 PHS factors.

However, for those who want to explore the 13 PHS factors and the options an employer has for each, we encourage readers to review the WSPS Mental Harm Prevention Roadmap, which includes a free 13 PHS Factor Toolkit.

Our goal with this series is to highlight key PHS factors that many organizations may recognize but often overlook when measuring and taking action.

Each article will follow a consistent structure:

• Define the psychosocial factor or hazard and explain why recognizing it as a potential risk is essential.
• Explore practical methods for assessing the likelihood and severity of the risk.
• Highlight real-world controls and strategies employers can use to prevent harm and provide meaningful support where needed.

This series will offer guidance on PHS factors beyond the 13 factors commonly found in today’s workplaces and provide employers with ideas to prevent harm and offer support when hazards arise.

Sidebar: The 13 factors of psychological health and safety in the workplace

• Organizational culture
• Psychological and social support
• Clear leadership and expectations
• Civility and respect
• Psychological demands
• Growth and development
• Recognition and reward
• Involvement and influence
• Workload management
• Engagement
• Balance
• Psychological protection
• Protection of physical safety

Stay tuned for the first instalment in our “Exploring Beyond the 13 PHS Factors” series, debuting on July 22.