Psychological Safety Policy

Lawpoint is dedicated to creating a safe and supportive work environment by prioritising the psychological safety and overall well-being of all employees.

Lawpoint is committed to ensuring the psychological health of its employees, just as it safeguards physical health. A mentally healthy workplace is essential for organisational success and long-term sustainability.

Moreover, all individuals in the workplace share responsibility for maintaining health and safety, particularly in ensuring their own well-being and that of their colleagues.

This policy applies to all employees, agents, and contractors of Lawpoint, including temporary workers, collectively referred to as “employees.”

1. Policy Statement

1.1

Lawpoint is dedicated to creating a psychologically safe workplace that:

promotes mental health and well-being for all employees and workplace participants;
reduces or eliminates work-related psychological risks and hazards;
supports individuals in managing stress, workload, and personal challenges;
provides access to mental health support and resources when needed;
encourages open, respectful, and supportive communication among all members of the firm.

1.2

Lawpoint recognises that psychological health is just as important as physical health in promoting employee well-being and fostering a productive and harmonious workplace. A psychologically safe workplace enables employees to freely express their ideas, ask for help, and take risks without fear of judgment or retribution.

2. What is psychological health and psychological safety?

2.1

Psychologica health means a state of wellbeing in which individuals realise their own potential, can cope with the normal stresses of life, can work productively and are able to contribute to the community.

2.2

Psychological safety means an environment that encourages, recognises and rewards individuals for their contributions and ideas by making individuals feel safe when taking interpersonal risks and which, so far as is reasonably practicable, does not expose employees to psychological harm.

3. Responsibilities

3.1

Lawpoint Responsibilities

Ensure a workplace that is free from psychological harm by identifying and managing psychosocial risks, such as excessive workload, harassment, bullying, or poor work-life balance.
Provide adequate resources and training to promote psychological health awareness and resilience.
Implement processes that encourage open communication and support for mental health challenges.
Regularly review and assess psychosocial risk factors and control measures to ensure they are effective.
Provide support to employees who are at risk of or suffering psychosocial harm.

3.2

Employee Responsibilities

Foster a respectful and supportive work environment by engaging in positive communication with colleagues and leaders.
Actively contribute to creating a safe and inclusive environment where psychological well-being is prioritised.
Not engaging in conduct which may cause a risk of psychological harm, such as bullying, discrimination, harassment or other harmful conduct.
Report any concerns or signs of psychological harm, bullying, harassment, or stress to the Practice Manager.
Participate in training and awareness programs related to mental health and psychological safety.
Seek support when needed.

4. Psychological Safety Risks and Hazards

4.1

Psychological safety hazards are workplace factors that may negatively impact an individual’s psychological health and well-being. These hazards include, but are not limited to:

excessive workload demands or unrealistic deadlines;
insufficient control or autonomy over work tasks;
poor work-life balance;
bullying, harassment or discrimination;
lack of recognition or feedback for performance;
unclear job expectations;
interpersonal conflict or breakdown in communication;
violence or traumatic events, such as dealing with distressed clients or sensitive cases.

4.2

Lawpoint will take proactive steps to identify and mitigate these risks and address any psychological safety concerns promptly.

5. Risks of a Psychologically Unsafe Workplace

5.1

Psychological injuries can have several detrimental effects on both individuals and the organisation, including:

poor health or reduced work performance;
increased absenteeism;
high turnover rates;
low morale and motivation;
decreased productivity;
failure to meet objectives;
rising Workers’ Compensation claims.

6. Risks Management and Mitigation

6.1

Psychological risks will be managed through a structured approach that includes:

Identification: Regularly identifying potential psychological safety hazards through employee feedback, surveys, and consultations with employees.
Assessment: Assessing the level of risk associated with identified hazards, taking into account factors such as severity, frequency, and impact on employee well-being.
Control Measures: Implementing and reviewing risk control measures to minimise or eliminate identified hazards. These may include workload adjustments, access to support services, flexible work arrangements and changes to organisational practices.
Monitoring and Review: Continuously monitoring the effectiveness of risk control measures and reviewing them regularly to ensure ongoing psychological safety.

7. Promoting a Positive Workplace Culture

7.1

A positive workplace culture is one where psychological safety is prioritised, and employees feel valued and supported. Lawpoint encourages:

Open Communication: Employees should feel comfortable speaking up, sharing ideas, and raising concerns without fear of retribution.
Respect and Inclusion: A culture of mutual respect, where diversity is valued, and all individuals are treated with fairness and dignity.
Supportive Leadership: Leaders are expected to model good mental health practices, provide regular feedback, and show care for the well-being of their team members.
Team Collaboration: Encouraging teamwork, cooperation, and mutual support among colleagues to foster a sense of community and trust.

8. Self Help

8.1

Employees are encouraged to be aware of their own psychological health and to practice techniques to help to maintain that psychological health.

8.2

Employees should not measure their capabilities and decision making against those who have been working in the law for many more years. Placing undue pressure on yourself can be a cause of psychological harm.

8.3

Be mindful that your interpersonal skills and capabilities are growing with every encounter. Learn to develop a kind supportive inner voice, one who cares about your wellbeing as well as the complexity of your role and interactions.

8.4

Employees should foster a mindset of continuous improvement, focusing on growth. All employees are encouraged to value progress over perfection.

8.5

Mistakes should be viewed as learning opportunities rather than failures. Understand that making errors is a natural part of the learning process. Reframe all outcomes as learning opportunities leading toward becoming more skilful with practice.

8.6

Be kind to yourself and recognise that perfectionism is harmful and anxiety provoking. Treat yourself with encouragement, strength, and kindness.

8.7

Establish clear boundaries between work and personal time. Avoid checking work emails or taking calls from clients after hours, unless it’s absolutely necessary.

8.8

Do not overcommit to tasks or responsibilities beyond your capacity. Be realistic about what you can achieve within a workday.

8.9

Take small breaks throughout the day to stretch, walk, or simply step away from your desk. This helps reduce stress and improve focus. Make sure to take a full lunch break away from your workstation. This helps refresh your mind and maintain energy levels.

8.10

Use a to-do list or a task management tool to organise your workload and prioritise tasks. Breaking large tasks into smaller, manageable steps can reduce stress. A tidy workspace can also promote a clear and calm mind, making it easier to focus.

9. Communicate your concerns

Ask for Help

9.1

If you are feeling overwhelmed, don’t hesitate to reach out to colleagues or the Practice Manager or Principal for support. Open communication can reduce stress and prevent burnout.

9.2

If you are feeling mentally drained or burnt out, approach the Principal and ask for a mental health day to rest and recharge.

Set Clear Expectations

9.3

Be clear about what’s expected of you and communicate any difficulties you are encountering to the Practice Manager or Principal early on. Early intervention is the best strategy.

10. Incident Reporting and Resolution

10.1

Employees are encouraged to report any psychological safety concerns or incidents of bullying, harassment, or other behaviours that may negatively impact mental health. Appropriate steps will be taken to investigate and address the issues raised.