This week, the departure of West Coast Eagles Coach Adam Simpson has shone a spotlight on a pervasive issue in many workplaces: harassment as a psychosocial hazard. In a press conference, following the announcement of him leaving the club, he called out a journalist for the harsh articles that he wrote. Saying that it was his 300th article that made him realise it was time to go and letting all in the room know the articles, hurt him and his players. Watching this press conference highlighted the fragility of the coach in that moment and my heart ached for what he was expected to endure over a long period as an employee. According to WorkSafe Australia, one of the 14 recognized psychosocial hazards is "Poor workplace relationships," which encompasses frequent disagreements, disparaging or rude comments, either from one person or multiple people, including clients or customers. This definition resonates deeply with the experiences of many professionals. The question must be asked if this extends beyond, into the perceived harassment from the media.
The AFL's Tightrope: Balancing Exposure and Safety
The Australian Football League (AFL) is a prime example of an organization walking a tightrope when it comes to providing a psychologically safe environment. Despite the high salaries and public profiles of players and coaches, the need for a safe and respectful workplace cannot be overstated. The increased access to players through social media and the intense scrutiny they face both on and off the field amplify the risks of harassment. From sledging on the field to derogatory comments from fans and constant criticism on social media, the mental toll on these individuals is significant.
One might argue that high salaries should compensate for this stress, but such a perspective is dangerously simplistic. The reality is that no amount of money can fully mitigate the psychological harm caused by constant harassment. The AFL's challenge lies in managing these risks effectively, ensuring that players and coaches can perform their roles without being subjected to undue stress and psychological harm.
Harassment: A Psychosocial Hazard
WorkSafe Australia's definition of poor workplace relationships highlights the detrimental impact of harassment. Frequent disagreements and disparaging comments can create a toxic work environment, leading to decreased job satisfaction, increased stress, and even mental health issues. For businesses, this translates to higher turnover rates, reduced productivity, and potential legal liabilities.
While harassment by the media might not meet the definition of workplace harassment, there is a good argument to challenge it in these circumstances. Despite his status and the nature of his profession, the need for a supportive and respectful work environment remains paramount, as Adam said “we are still human”. The AFL's struggle to provide this, highlights a broader issue faced by many industries: how to protect employees from harassment while maintaining high performance and public engagement. All the support that the club provides is not able to mitigate the psychological stress of fronting up to a press conference after a loss to justify his actions, and then waiting to see what is written.
One of the biggest challenges in addressing harassment in high-profile professions is changing public perception. The journalist is paid to sell papers and is likely writing articles that the public wish to read. Statements like "they get paid enough to handle it" or "they know what they sign up for" trivialize the very real psychological impact of harassment and poor workplace relationships. It is crucial to educate the public on the importance of a safe work environment, regardless of salary or status.
By speaking out against harassment as Adam Simpson did and advocating for better workplace practices, they can help shift the narrative. The media also has a responsibility to report on these issues sensitively and accurately, highlighting the human cost of harassment rather than sensationalizing it.
This situation underscores the need for a comprehensive approach to addressing harassment as a psychosocial hazard. Businesses must recognize that providing a psychologically safe environment is not just a legal obligation but a moral one. By taking proactive steps to mitigate and prevent harassment, organizations can protect their employees, improve workplace culture, and ultimately enhance their overall performance.
The journey towards a harassment-free workplace is ongoing and fortunately at the forefront of many organisations’ agendas, with commitment and effort, it is achievable albeit complex. Working together to create environments where everyone can thrive, free from the shadows of harassment not matter their salary, status or win loss ratio, is a mission worth pursuing
If your organisation could benefit from some education on the impacts of the psychosocial hazard legislation, please reach out.
Comments