World day for safety: How to shift the safety burden from HR to employees

Every year, the World Day for Safety and Health at Work on April 28th serves as a powerful reminder of the importance of maintaining a safe and healthy work environment. While much of the responsibility for ensuring workplace safety falls to HR and management, it’s increasingly clear that employees themselves must play an active role in shaping their own safety and well-being. The question is: how can HR leaders empower employees to take charge of their health and safety at work?

The workplace is evolving, and so are the strategies needed to safeguard employees. With the rise of flexible work models, alongside an ever-growing focus on mental health and employee well-being, the traditional concept of health and safety has broadened. Now, HR must not only manage physical risks but also address the psychological, emotional, and social factors that affect an employee's overall health. So, how can HR empower employees to take ownership of their health and safety, moving beyond policy compliance to creating a culture of self-advocacy and shared responsibility? Let’s deliberate. 

Historically, HR’s role in workplace safety has been reactive: responding to incidents, ensuring compliance with regulations, and enforcing policies. While this approach is essential, it’s no longer enough in today’s dynamic workplace. According to a report by the International Labour Organisation (ILO), workplace injuries and fatalities are not solely the result of accidents but also of a lack of awareness, poor mental health, and inadequate access to support systems. Therefore, it is vital that HR’s role shifts towards creating proactive systems that help employees manage their health and safety on their own.

In essence, HR’s role in safety is twofold: firstly, HR needs to ensure that employees are aware of and follow safety procedures; secondly, HR must empower employees to identify risks, take action, and advocate for their own well-being.

One of the most effective ways HR can encourage employees to take control of their own safety is by fostering a culture of safety ownership. This means shifting from a top-down approach, where management dictates safety protocols, to a collaborative approach where employees are actively involved in shaping and enforcing health and safety practices.

In practice, this can involve the following:

1. Training and education - Continuous education about safety protocols is the first step. However, it’s not just about informing employees about rules and procedures; it’s about equipping them with the knowledge and tools they need to assess potential risks and act on them. Training programs should focus not only on physical safety but also on mental health, ergonomics, and stress management. According to the Health and Safety Executive (HSE), workplace stress is a major contributor to health-related absenteeism, and the role of HR is to ensure that employees know how to manage stress and report burnout before it becomes a crisis.
   
   

2. Open dialogue and feedback loops - HR can create channels where employees feel safe and encouraged to speak up about their health and safety concerns. An employee should feel empowered to suggest improvements, raise concerns about unsafe practices, or even ask for mental health support without fear of stigma or retaliation. According to Professor Sir Cary L. Cooper, a leading expert in organisational psychology, “The best organisations are those that foster a culture of open communication, where employees are empowered to take action on their own health and safety.”
   
   

3. Self-assessment tools - Technology can be a game-changer in empowering employees. With apps and platforms dedicated to wellness and safety, employees can self-assess their environment and alert HR to potential risks. These tools can help employees track their own health metrics, monitor their stress levels, and receive tailored recommendations for improvements in their work-life balance. Integrating these tools into the workplace culture not only provides employees with the autonomy to manage their health but also gives HR teams valuable insights into potential issues before they escalate.
   
   

4. Incentives for health and safety leadership -  HR can motivate employees to take leadership in health and safety by offering incentives for positive behaviours, such as identifying and reporting hazards or initiating wellness programmes. Recognition plays a crucial role in reinforcing the value of safety ownership. When employees see their peers acknowledged for their contributions to workplace safety, they’re more likely to follow suit.
   
   

5. Employee resource groups (ERGs) for well-being - HR can support the creation of Employee Resource Groups (ERGs) focused on well-being, where employees can meet, discuss challenges, and collaborate on health initiatives. These groups can be a platform for employees to share resources, offer peer-to-peer support, and even run wellness workshops. By giving employees the space to lead these groups, HR is enabling them to take responsibility for their own safety while also contributing to a collective effort to improve workplace culture.
   
   

Mental health as a critical component of workplace safety

When it comes to employee safety, mental health is just as important as physical safety. The World Health Organisation (WHO) has highlighted that stress, anxiety, and depression are significant contributors to lost productivity and absenteeism in the workplace. Yet, mental health is often overlooked in health and safety initiatives.

HR leaders must take steps to not only normalise discussions around mental health but to actively support employees in managing their mental well-being. Providing access to mental health resources, such as therapy, meditation sessions, and stress management workshops, is crucial. However, empowering employees to take control of their mental health requires creating a culture where mental well-being is integrated into daily activities.

For example, HR can implement policies that promote work-life balance, limit after-hours emails, and encourage regular breaks during the workday. Additionally, training managers to recognise signs of stress and mental health issues in their teams can be a powerful way to empower employees to seek help before problems escalate.

When considering the empowerment of employees in leading their own health and safety, it’s essential to take inclusivity into account. Employees have diverse needs when it comes to their health, whether due to disabilities, chronic conditions, or different physical and mental health requirements. HR leaders need to ensure that all employees feel comfortable voicing their concerns and have equal access to safety resources.

An inclusive health and safety framework means offering tailored solutions to employees with specific needs, such as accessible workstations for those with mobility challenges, or quiet spaces for those who experience anxiety. By making health and safety inclusive, HR can ensure that all employees feel valued and that their safety and well-being are taken seriously.

Leading by example: HR’s role in setting the tone

HR leaders must not only implement safety practices but also lead by example. Employees are more likely to take health and safety seriously when they see that their leaders prioritise it. For instance, HR leaders should model good work-life balance practices, take time off when necessary, and show that prioritising health is not just a policy but a core value of the organisation.

In addition, HR leaders must champion the mental health of employees. As organisations become more attuned to the importance of mental well-being, HR professionals must encourage senior leaders to be vocal advocates for mental health. HR leaders should also ensure that wellness initiatives are not just one-time events but an ongoing part of the workplace culture.

As workplace safety continues to evolve, HR leaders must keep pace with emerging trends. The future of workplace safety will likely involve more personalised, data-driven strategies that allow employees to monitor their own health and safety in real-time. Technology will continue to play a central role, enabling employees to manage their own health through wearable devices, apps, and AI-driven platforms that provide instant feedback and recommendations.

Moreover, as the workplace becomes increasingly hybrid and remote, HR will need to rethink what it means to ensure health and safety for employees who may not be in a traditional office environment. Virtual wellness programmes, mental health support for remote employees, and the development of a more resilient organisational culture will be key areas for HR leaders to focus on.

Empowering employees to lead their own health and safety is not just a strategy for compliance—it’s a vital step in creating a more engaged, productive, and resilient workforce. By adopting a proactive, inclusive approach and leveraging the latest tools and resources, HR can create a culture where employees feel responsible for their own well-being and are supported by their organisation in doing so.