As human beings, people have two identities: individual identity and social identity. The link between these two identities is deeply connected, which is why it is so important to promote a psychologically safe workplace.

When employees are exposed to psychological hazards in their social life at work, it is easy to see the profound impacts that carry over to their personal life. Management and leadership can prevent psychological injuries by identifying mental and emotional hazards and promoting a sense of belonging at work.

What is Socioemotional Exposure? 

Socioemotional exposure influences a person’s sense of identity and how others react to them individually and socially. It develops a person’s sense of belonging and ties into other emotions, such as trust, fear, and respect for other people and specific situations. Studies prove that positive socioemotional exposure can strengthen individual and social identities, reducing stress and increasing the desire to help others. This motivates employees to achieve greater results when working together toward a common goal. They feel valued in their role and more content within the organization.

Identifying Psychological Hazards

Psychological hazards are negative socioemotional exposures created in groups or teams that cause rising work-related stress. Prolonged and severe stress can cause mental and physical injury, creating an emotionally toxic or dangerous environment for everyone.

Common psychological hazards to be aware of within a workplace:

  • Poor support from leadership and co-workers
  • Remote or isolated work
  • Substandard working relationships (lack of communication and decreased interactions)
  • Increased emotional demands
  • Poor organizational change management (changing responsibilities and restructures due to COVID-19)
  • Increased work demands (longer hours)
  • Lack of organizational justice
  • Unclear role responsibility
  • Exposure to violence, aggression, discrimination, or traumatic events (by customers or other co-workers)
  • Low recognition and reward

If management, supervisors, leaders, and co-workers are aware of psychological hazards, then they can learn to prevent psychological injury and promote a safer workplace.

Ways to Prevent Psychological Injuries at Work

Organizations can prevent psychological injuries and continue to change work environments and relationships when necessary based on employee feedback. 

Here are some ways to reduce psychological stress:

  • Begin conversations about psychological safety
  • Conduct psychological risk assessments
  • Reorganize and redesign work functions and social interactions
  • Develop a policy on preventing psychological injury
  • Include stress prevention training in onboarding/orientation training
  • Develop consistent training for current workers on psychological safety
  • Expand existing health and wellness programs
  • Promote using the Employee Assistance Program (EAP)

Micropractices to Promote Belonging and Positive Social Identities

Well-being within a workplace can either be positively or negatively impacted by social interactions between management, leaders, and co-workers. Assembling and applying certain micropractices can ensure you are headed in the right direction.

Helpful micropractices to implement:

  • One-to-one quality conversation meetings
  • Meaningful immediate recognition of a person’s perceived social identity
  • Focused listening to understand team relationships
  • Encouragement toward positive micropractices and socioemotional connections between colleagues and employees

Quality one-to-one conversations make team members feel respected by management and peers. They also think their contribution within a workplace is valued. Recognizing a team member for their social identity improves employee confidence in co-worker relationships, roles, and the value they bring to the team and organization.

It is crucial to prevent psychological injuries by letting team members feel they are being seen and heard. When people think what they say or do doesn’t matter, they are exposed to increased mental and emotional hazards. 

Employees who believe they are part of the organization’s bigger picture will work together to create a healthier socioemotional connection with their peers. Supervisors and leaders should invite employees to speak about their roles and ask for their input on a project. Micropractices that leaders can use in daily interactions include calling the individual by name and taking the time to have brief, non-work-related exchanges.

Sense of Belonging is Essential to Well-Being

An employee’s social identity drives their long-term contribution. It defines the roles the employee has within their organization and sets the expectations of how they behave at work. When organizations can fulfill an employee’s sense of belonging, it reduces friction against changes made by management.

Teammates that feel connected have higher self-esteem and are more authentic and empathetic towards co-workers. They have a trusting bond with others, and overall, a more cooperative attitude. Instilling a sense of belonging within a workplace lowers the rates of anxiety and depression.

The Benefits of a Psychological Hazard-free Workplace

While physical safety hazards have been the primary concern for many years, mental health and safety is finally receiving a closer look. The benefits have been proven. In psychologically safe environments, teammates can freely share their individual and social identities without worrying about their sense of belonging within the organization. Collaborative groups can continue to grow intellectually, emotionally, and socially together.

The small positive social interactions introduced through daily micropractices allow employees to choose, adapt, and develop positive habits at their own pace. Team members strengthen individual relationships, partake in positive social interactions, and comfortably engage with leadership to drive continual changes that improve the workplace atmosphere and boost employee production.

Source

Lin, M., and Carillo R.A., Psychosocial Health, Strengthening Organizational Well-being with Micropractices