Culture, Engagement & Risk Programs

 

PREVENTING & MANAGING WORK-RELATED PSYCHOLOGICAL RISKS

IN THE LEGAL PROFESSION

In recent years, there has been an impressive body of research published on psychological and mental health within the Australian legal profession. The research has identified that at any one stage, 1 in 3 lawyers experience psychological distress.  This is much higher than the Australian population in general. 

Work health and safety laws impose a primary duty of care on law firms as a person conducting a business or undertaking (PCBU) to ensure the psychological and physical health of workers. Failure to do so can impact productivity, lead to psychological injury, workers compensation claims and litigation.

So, what is causing the high rates of psychological distress amongst the legal profession and what role are law firms expected to play in preventing and managing work-related psychological injury?

Please join me at the training workshop in Brisbane, Tuesday 12th November to explore how to prevent and manage risks to work-related psychological health in the legal profession.

LEARNING OUTCOMES

This training workshop will provide participants with:

  • an understanding of psychosocial hazards common to the legal profession

    1. insight to recent case law on work-related psychological injury

    2. the impact of psychosocial hazards on individuals psychological health, and the business

    3. how to prevent and manage work-related psychological risks through; pre-employment; recruitment; on-boarding; training; early intervention; and support systems

    4. information on seeking further guidance and support


Positively REsponsible

THE positive impact of accepting RESPONSIBILITY

Even the best workplaces encounter disruptors that cause stress and frustration. If these are not managed in a positive way, a good culture can fall victim to friction, low staff morale, and a culture of blame. This culture becomes a business risk in itself.

Research carried out by Nathanael J. Fast and, Larissa Z. Tiedens indicates that organisations where blame is the norm, group members are likely to be less creative and perform poorly.

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