Poor organisational change managementPoor organisational change management

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Poor organisational change management

Note: Some of these examples of hazards may not create psychosocial risks on their own but may do so if combined with other hazards. Some hazards may only create risks on their own when severe. Consider all hazards present and the circumstances to determine what is reasonably practicable to manage the risks.

Poor organisational change management may include:

\- not consulting workers on changes in the workplace (e.g. not talking to workers or genuinely considering their views)
\- poor consideration of WHS risks or performance impacts of a change (e.g. not considering health and safety risks when downsizing, relocating or introducing new technology or not allowing for drops in productivity while workers learn new processes)
\- poorly planned changes (e.g. changes are disorganised, do not have a clear goal or do not account for workers’ needs; inadequate communication with stakeholders causing disruption)
\- poor communication about planned changes (e.g. allowing rumours to spread without providing timely, authoritative information)
\- insufficient information is provided regarding changes (e.g. information is unclear or does not provide enough guidance for workers to understand and engage with the change)
\- inadequate support for workers through the change process (e.g. not allowing time for workers to learn new tasks), or
\- providing insufficient training to support changes (e.g. how to perform a new role or use a new process).