Managing work-related risks to mental health on farm
Overview
Work is a big part of our daily lives and gives us a feeling of purpose and a sense of contribution, which adds to our mental wellbeing. In this section we will explore how you can create a positive, supportive and inclusive workplace culture on your farm. Good work design enables workers and all team members to be engaged in work that is healthy, safe and productive and meets the legal obligations of a farm workplace. This includes good systems for supporting the mental health of everyone on your team by pro-actively managing the work-related risk factors to mental health. In occupational health and safety, these work-related risk factors to mental health are known as psychosocial or psychological hazards.
What is Farmer Mental Health?
Individual mental health and wellbeing have been discussed in a previous chapter of this manual (Farmer Wellbeing section). In summary:
- Farmer mental health is a state of wellbeing that allows farmers, farm workers and farm families to realise their potential while coping with the ordinary challenges of farming work and life.
- Good mental health supports people to thrive in their life, work and relationships.
- Conversely, mental ill-health can negatively impact these parts of life in a significant way. However, experiencing periods of poor mental health can lead to personal growth and developing resilience when coupled with adequate personal and professional support.
- Everyone experiences varying levels of mental health during their lives. It is helpful to think of mental health/ill health as a continuum rather than just opposite conditions.
What is a mentally healthy farm workplace?
Work is a big part of our daily lives and gives us a sense of purpose and a feeling of contribution, which adds to our mental wellbeing. Farmers apply themselves to a wide range of complex and challenging tasks and are required to be good at problem solving and making complex decisions. Ongoing learning and adaptability are required to function well in the farm workplace, and long hours are often required. Nevertheless, most farmers report a sense of accomplishment and fulfilment in their work. A mentally healthy workplace has measures in place to:- prevent harm by identifying risks to mental health,
- manage harm from an early stage,
- support recovery, and
- encourage / promote positive work-related factors
- Mental health is everyone’s responsibility and is considered in every way you do business.
- Everyone contributes to a culture where people feel safe and supported to talk about mental health.
- Mental health support is tailored for individuals and teams.
- Everyone can see that supporting worker mental health is a priority.
Building a mentally healthy farm workplace
Good work design enables all farm workers, including employees and family members to be engaged in work that is healthy, safe and productive.
Good work design includes:
- Consulting with workers on matters that affect their mental health at work, including understanding the needs of more vulnerable people (for example those with a disability or illness, young or new workers, workers from diverse cultural backgrounds).
- Designing jobs with safe workloads and work schedules such as:
- providing suitable rest breaks,
- designing shifts to minimise fatigue,
- allowing time for fatigue recovery, and
- giving sufficient notice of schedule or shift changes.
- Providing workers with appropriate control and flexibility over how they do their work.
- Implementing policies and procedures for responding to workplace bullying, stress, and conflict.
- Minimising isolated work and ensuring adequate support /communication where isolated work is necessary.
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If these work-related risk factors (WRFs) are not managed well, there is an increased risk of work-related stress, which can lead to physical injury, mental injury or both (at the same time). Ultimately, this impacts your farming business’ bottom line.
In occupational health and safety, these work-related risk factors to mental health are known as psychosocial or psychological hazards. They should be viewed in the same way as other health and safety risks, including consulting with workers and others to identify the hazards, risks and controls, and then implementing and reviewing the controls within your farm workplace. Employers have specific obligations and responsibilities under various State-based Workers Compensation legislation to provide and promote safe and healthy work environments in relation to this.
Let’s look at some of the main work-related risk factors and propose some actions you can take to reduce or pro-actively manage the risk. These changes can make a real difference and create a positive workplace culture on your farm as well as meeting some of your legal obligations around farm safety.
As you consider and reflect on each of these work-related risks to mental health in your farm business, you need to consider yourself, farm workers or other persons you employ, and family members who work in the business.
1. Work demands
Work requirements must be flexible in response to the seasons and market forces. This includes planning for periods of high work demand like silage harvest or calving, or in the aftermath of a disaster like fire or flood.
Actions could include:
- Identify high priority tasks.
- Plan ahead for any additional worker needs (including recruitment and training).
- Set achievable deadlines and ensure everyone understands what the deadlines are and why they are important.
- Provide practical help for workers involved in new or challenging tasks.
- Manage fatigue by taking regular breaks, eating well, keeping hydrated and avoiding high risk tasks (e.g. operating machinery) during the early hours of the morning.
2. Level of control
Feeling a sense of ownership and control in your work is important for mental wellbeing. While some aspects of farming may be outside of your control, improving the sense of day-to-day control workers have in the workplace is achievable.
Actions could include:
- Ensure everyone knows the expectations and tasks required in their role.
- Get everyone in your team involved in making decisions and assigning tasks.
- Encourage suggestions for improvements and efficiencies.
- Give workers some control over how tasks are completed. Avoid micro-managing.
- Match tasks to worker’s physical capabilities, skills and training.
3. Workplace support
Mentally healthy workplaces need emotional and practical support from supervisors, peers and family members in the business. This includes adequate information and training and the right resources to do the job.
Actions could include:
- Ensure everyone has enough information to do their jobs well and safely.
- Make sure workers know who they are accountable to and where to go for assistance.
- Be willing to help out when things are challenging.
- Provide and ask for helpful feedback. Say thank you.
- Induction of new workers must include establishing that they (i) have the right skill set, (ii) understand safety procedures and safety equipment, (iii) have the correct PPE, and (iv) know how to report incidents.
- Hold regular team meetings to raise problems, discuss solutions and celebrate what is going well.
4. Organisational change management
Change is an everyday part of farming, and it can lead to high levels of stress when it is not managed well.
Actions could include:
- Talk to the whole team about proposed changes, why they are happening, the expected outcomes and time frames. Good communication is critical to implementing successful change.
- Ensure people are clear about their role and receive additional training/support they need to complete new tasks/roles.
- Have regular meetings to discuss change implementation and impact.
- Bring in outside help to work through difficult changes.
5. Role clarity
Knowing what tasks are expected, what tasks are most important, how these tasks should be done, and how one task fits into the bigger picture are all important in a mentally healthy workplace.
Actions could include:
- Make sure workers know and understands their role in your team by having a written position description.
- Give regular feedback on jobs well done and any areas for improvement.
- Make sure workers know who to speak to if they have a problem or need help
6. Role conflict
Setting tasks that are realistic, and don’t go against expectations and values, is important.
Actions could include:
- Don’t ask workers to do tasks that go against their values or that they are not trained for or capable of doing.
- Make sure workers get clear instructions about what tasks they should be doing.
- Ensure tasks and instructions aren’t conflicting.
7. Organisational justice
A positive and fair working environment improves trust, satisfaction and loyalty and can help people cope with work-related challenges.
Actions could include:
- Encourage a workplace where respect, fairness and openness are valued. Lead by example.
- Make sure workplace policies are clear and well communicated (e.g. safety plans, maintenance schedules, holiday/sick leave).
- Create ways for workers to have a say in decisions that affect them.
- Explain why decisions are made – workers are more likely to accept decisions if they can understand the reason and purpose. If the reason behind a decision needs to be kept confidential, be clear about this and let workers know that you will discuss details as soon as you are able to.
- Ensure that each worker (including family) has a clear position description.
- When there is a conflict, make sure everyone has an equal chance to respond and is treated respectfully.
- Reward additional effort and address under-performance issues.
8. Workplace relationships
Managing relationships, dealing with conflict and encouraging success through teamwork all contribute to a mentally healthy workplace.
Actions could include:
- Promote and demonstrate a culture of respect and trust to encourage workers to be their best.
- Develop a team/family charter to set out workplace values and spell out how problems are solved.
- Avoid conflict by scheduling regular team meetings with all workers to encourage communication, creative thinking and problem solving.
- Give regular feedback – recognise when workers have done tasks well and provide practical help with areas that need improving.
- Deal with any conflict or bullying early and call out bad behaviour.
9. Environmental conditions
Eliminating or managing exposure to noise, dust, chemicals, extreme heat or cold help to create a healthy workplace – both physically and mentally.
Actions could include:
- Conduct regular safety audits and actively foster a positive farm safety culture. Get others involved in this process to give you new perspectives.
- Provide safety training and review regularly.
- Provide suitable Personal Protective Equipment (PPE) for each worker, and ensure they know how and when to use it.
- Display a list of required PPE to be worn for particular tasks and have PPE easily accessible.
- Plan tasks to suit the weather conditions.
10. Traumatic or violent events
Responding to emergencies, workplace injuries or violence can be extremely stressful for all concerned.
Actions could include:
- Ensure procedures for safely responding to emergencies such as fire, flood or significant biosecurity risks are well documented and understood by all workers.
- Ensure procedures are in place to enable quick and effective response to workplace injuries, including documenting and reporting incidents.
- Ensure there are procedures for appropriate level of debriefing and ongoing support for any workers involved in a traumatic incident in the farm workplace.
- Review and revise risk control measures within the dairy business and involve all workers.
11. Remote and isolated work
Working where there are no or few other people around, or access to help from others, especially in an emergency, might be difficult.
Actions could include:
- Adoption of new technologies for tracking or location sharing installed in vehicles and/or carried by workers.
- Have a communication plan. Let a family member or workmate know where you are going and regularly check in.
- Upgrade Wi-Fi or boost mobile/satellite phone coverage across the farm if feasible.
- Good communication within your farm workplace is essential to addressing all work-related risks to mental health.
- Clear role expectations and good workplace relationships reduce workplace stress.
- Addressing work-related risks to mental health always results in improved team function and increased productivity.
Leadership in a mentally healthy farm workplace
As a business partner in your dairy farm and employer, you are well placed to create a positive, supportive and inclusive workplace and to develop good systems for supporting the mental health of everyone on your team, including yourself and family members.
Taking action:
- Now that you have a better understanding of the work-related risks to mental health in farm workplaces,
- can you identify the three most important ones to address in your business?
- Are there any ways that you may be contributing to the problem?
- Are there actions you can take to manage the issue better?
See table below for some practical suggestions, then work on your own solutions.
| Work related risk factor | Why is this a problem? | Ways I may add to the problem | Actions to improve |
| Work demands | · Working very long hours during peak work seasons like harvest can become really overwhelming |
· Leave things to the last minute · Keep key information in my head · Push workers too hard at sowing and harvest
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· Schedule breaks in each workday, even when busy · Get off the farm regularly · Plan holidays in quieter period · Have a detailed written plan to prepare for harvest
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| Levels of control |
· Other team members have little say in their job descriptions · Tasks may not be matched to skill set of each worker |
· Poor induction processes for new staff or family members · Like to make the big decisions myself so I feel like the boss · Discourage initiative or new ways of doing things · Hover over workers |
· Work more closely with accountant to understand cash flow and budgeting · Get on top of office docs and filing so I can find stuff · Clean up sheds and workspaces · Be willing to learn new skills rather than avoid difficult tasks · Be open to team members suggesting alternative ways of completing some tasks |
| Workplace support | · Workers may not have adequate training, tools or resources to do their job with confidence |
· Impatience with workmates when things go wrong · Not a good communicator · No written job descriptions
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· Reward extra effort · Celebrate successes · Hold regular meetings to raise concerns, solve problems and |
| Organisational change management |
· Workers feel insecure about their future work role · Change produces stress if reasons are not understood |
· Trickle feed information to others · Don’t always explain why things need to change · Not doing a farm succession plan with my adult kids |
· Set out expectations and timelines around changes to business · Bring in outside help to work through difficult changes · Listen to how changes are impacting the team |
| Role conflict |
· Unrealistic expectations often cause resentment · Tasks that don’t match with values cause added stress |
· I expect my workers to be as flexible and adaptable as me · Find it hard to adapt to different culture of seasonal workers |
· Talk openly about what is expected of each worker · Invite them to suggest improvements in how things are done · Don’t ask people to do tasks that go against their values or are outside their training or capabilities |
| Organisational justice |
· Workers feel unfairly treated if their effort is not rewarded, or if poor performance in others goes unquestioned · Trust and loyalty are diminished |
· Focus on what is good for the business more than what is good for each individual worker · Hard to make a career pathway in a small family business |
· Give bonuses or time-off as recognition for exceptional effort · Resolve conflict early and fairly · Stamp out bulling |
| Role clarity | · Clear expectations of each person’s job role and how to do their tasks reduces stress |
· Training courses are expensive and require time away · No written job descriptions · Expect workers to solve boundary issues where job roles overlap |
· Write down what is expected of each worker · Send or confirm new instructions in written format (text or app) · Ensure tasks are within the training and capabilities of the worker |
| Workplace relationships | · Poor work relationships undermine individual and team performance |
· Not always a good listener · Good at giving negative feedback · Find it hard to resolve conflict |
· Allow times for team meetings to encourage communication and reduce misunderstandings within the team · Encourage success through teamwork · Model respect and courtesy in the way I speak to workers · Give regular feedback to team members. Say thankyou, be positive. · Offer coaching or assistance for under-performing staff |
| Environmental conditions | · People exposed to unnecessary risk or unpleasant work conditions become resentful |
· Not systematic enough with safety checks · Not always timely with machinery servicing · Unwilling to purchase new /safer equipment and machinery |
· Conduct regular safety audits and discuss with workers · Fix what needs fixing or replace items when necessary · Plan tasks to suit weather conditions · Provide suitable PPE and ensure it is used appropriately |
| Traumatic or violent events | · Responding to emergencies, workplace injuries or violence can be extremely stressful for all concerned |
· Emergency plans and maps are not documented · Assume workers know what to do to prepare for any disaster · Safety audits are not conducted regularly |
· Develop emergency plans in conjunction with workers · Include disaster action plans in team meetings · Invite Worksafe or a safety consultant to assist with farm audit |
| Remote or isolated work | · Working where there are no or few other people around, or access to help from others, especially in an emergency, might be difficult |
· No regular check in schedule for those working remotely · No safety trackers on people or vehicles |
· Develop a procedure of check ins with staff · Install GPS trackers on all farm vehicles. Carry personal trackers as required, and advise workers of their placement. |
Learn More
| 1. Watch the short animation on ‘Goal Setting’ developed by the National Centre for Farmer Health to compliment the above information: https://youtu.be/TP3C7xq7S58 |  |
| 2. Below are some examples of SMART (Specific, Measurable, Agreed, Realistic, Time Specific) goals to address work-related risk factors (WRFs) in a range of farming businesses. |
Examples:
Starting in February, I will conduct a staff meeting with all the farm workers every Tuesday (between noon and 1pm) to encourage better communication, reduce misunderstandings, enable positive feedback, foster group problem solving and facilitate planning within the team. (Addresses Workplace Relationships WRF
In October, I will work with my seasonal employees and 18yo son to identify any gaps in their understanding regarding operational safety of the new header and other harvest equipment prior to harvest season. I will personally assess their competence at key tasks as an indication that I take their safety seriously. (Addresses Environmental Conditions and role clarity WRFs)
To enable Susan to do some further study over the next three years, I will now employ a bookkeeper (ASAP) for one day per fortnight to keep the financial records and pay records up to date so that accounting and tax details are always accurate and available as needed. (Addresses Level of control WRF)
In addition to attending my Better Beef Group, I will attend 8 full day workshops off the farm each year to improve my knowledge and keep me up to date as technology and farming system changes, and to afford opportunities for interaction with other producers. (Addresses Workplace support WRF)
Next month, I will work with consultant X to begin a formal process of farm succession planning with my parents, siblings (and their partners) and my teenage children. This will clarify expectations about who is doing what in our farm business in coming years. (Addresses Organisational Change Management, and Organisational Justice WRFs)
Learn More
Key resources to assist employers to address work-related risks to mental health in their farm business include:
- The People in Dairy website (https://thepeopleindairy.org.au/) provides a lot of information about setting up jobs and teams in ways that will minimise work-related stress. Each of the topics on this website have great resources and case studies relevant to the topic.
In particular the People Snapshot tool (https://thepeopleindairy.org.au/wp-content/uploads/2021/07/People-Snapshot-FINAL.pdf) is a great place to start.
- The National Centre for Farmer Health have a Campfire podcast featuring topic experts and farmer voices on work-related risk factors to mental health. These are available via the website: farmerhealth.org.au/campfire or on Spotify (search for National centre for Farmer Health).The National Centre for Farmer Health also have other resources designed to assist in protecting workplace (and general) mental health for farmers and farm workers. https://farmerhealth.org.au/farmer-wellbeing-toolkit.
- All State Government Work Safety Authority websites have resources on OH&S employer psychological safety obligations. However, these are not always contextualised to agriculture. Safe Work Australia website (https://www.safeworkaustralia.gov.au/) and People at Work website (https://www.peopleatwork.gov.au/ ) also have resources and practical tools to help employers understand and meet their OHS obligations around workplace mental health.
- Anti-sexual harassment guidance from the Federal Government and Safe Work Australia.
