I recently asked a simple, reasonable question: “What support is in place for employees leading up to  this organisational change?” The response I received was: “We’ll consider psychosocial hazards closer to implementation.” Pause. Rewind. Breathe. I had to ask myself: Are we even talking about the same game? Because here’s the thing: psychosocial hazards don’t magically appear on the day a change goes live . They build up over weeks and months as: Anxiety about the unknown A

Recently, I asked a simple question during a period of significant organisational uncertainty: “What else are we offering employees during this unknown change period?” The response from Employee Relations was: We could offer online change management training , or We could engage the EAP to deliver resilience training And that response stopped me in my tracks (red flag). Not because training is inherently bad. But because those answers reveal a fundamental misunderstanding of

Organisational change is one of the most well-known psychosocial risk factors in our work environments. Restructures. Redundancies. Mergers. New systems. Leadership churn. Cost-cutting. “Transformation”. None of this is new — and yet many organisations still behave as though the human impact of change is unavoidable collateral damage , best managed by reminding employees that the Employee Assistance Programme (EAP) exists. This approach is no longer naive. It is inadequate,

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