Workplace safety – it’s not just physical!
May 22, 2025
When we think about workplace safety, the first thing that tends to come to mind is the risk of injury from physical hazards. However, an employee’s mental well-being is just as critical, even if not visible to the naked eye.
That’s why it’s crucial workers are ‘mentally fit’ or, in other words, have a good ability to think clearly and make good decisions.
Fatigue and burnout
Mental health is in the spotlight more than ever as organisations have grown to understand the importance of psychological health and safety in the workplace and the causal link which can lead to psychological or physical harm.
And when it comes to adverse impacts, fatigue and burnout must be considered.
Working extremely long hours, particularly across a prolonged period of time, can affect your cognitive function, putting you – and your colleagues and clients – at risk of psychological and physical injury.
At Talent Quarter, we have systems and checks in place to identify risks to both our internal employees and on-hired workforce that include nurses, aged care workers, disability and youth workers and allied health professionals.
Conducting site visits, undertaking risk assessments, and having strong systems in place to manage work hours and overtime are essential to eliminate psychosocial risks or minimise them so far as is reasonably practicable.
Talent Quarter’s on-hired workforce are required to be on high alert, aware of their environment, and play a crucial role in identifying hazards and providing feedback for review.
At times, for a variety of reasons, there can be pressure to work long hours, so we make a point of having respectful conversations with our clients to ensure our workforce gets their necessary breaks, minimising the risk of fatigue and burnout.
Engaging in proactive conversations to manage fatigue is important because the individuals we place, such as nurses or disability workers, are naturally inclined to want to be there for their patients and are therefore willing to work long hours. All organisations need to manage fatigue carefully to ensure their risk is reduced.
Being mentally prepared for the job
Having a poor understanding of your role – potentially through lack of communication around requirements or responsibilities – can have a detrimental effect on your mental capacity to perform it.
For example, you might be brought on to do a certain task, but when you arrive, you’re told to do something else and don’t know what you’re in for. These situations can result in a staff member becoming disengaged, which means their head is not in the right space.
That’s not to mention the risk of physical harm if the task involves operating equipment they are unfamiliar with. Not having a solid understanding of how to use a certain type of machinery can lead to a physical injury.
Organisations must understand their duty of care and be mindful when placing people in roles where they’re unfamiliar with the work environment – be it a residential home, facility or hospital – and/or the personnel. Ensuring a proper induction is provided by an authorised representative at the host site forms the foundation for this process – providing an opportunity to ask questions and engage in dialogue around safety measures and response procedures.
Check in with yourself
Workers have a responsibility to help safeguard their own mental wellbeing and safety.
It’s crucial to check in with yourself on a regular basis. Taking a few minutes to ask yourself questions like: ‘Do I need support?’ ‘Do I have a good work-life balance?’ ‘Do I have a balanced diet?’ ‘Do I need to rest a bit more?’ ‘Am I OK to drive?’
The last question, in particular, is really important in light of concerning road safety statistics. You don’t want to put yourself – or individuals under your care – at risk on the road.
At Talent Quarter, we have an EAP (employee assistant program) called Uprise that offers counselling and wellbeing support services to both our internal employees and on-hired workforce. They can self-check in, receive a mental health score and compare it with previous scores to get a good sense of how they are travelling.
See the signs
In widening the focus of mental wellbeing beyond self-care to look out for others, it can be challenging to see when someone else is struggling with their mental health.
Common indicators can include changes in behaviour, social disengagement and even physical symptoms.
If you see someone struggling, respectfully ask them if they are OK. There are various avenues for support, and often taking the first step and letting someone know you are struggling is the most difficult.
“Let’s look out for ourselves and one another to keep our workplaces safe.”
By James Francis
Risk and Governance Lead at Talent Quarter
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In today’s world of work, careers are no longer linear. Roles evolve. Industries shift. Skills that mattered five years ago may not be enough today. This is where a growth mindset becomes one of the most valuable tools you can bring to your career. What is a growth mindset? A growth mindset is the belief that skills, capability, and confidence can be developed over time. People with a growth mindset: Stay curious Seek out learning opportunities View challenges as part of progress Learn from feedback and setbacks In contrast, a fixed mindset assumes that ability is static, that you’re either “good at something” or you’re not. The concept comes from the work of Dr Carol Dweck, a world-renowned psychologist who studied how people respond to challenge and failure. Her research showed that long-term success is driven less by innate talent, and more by how people approach learning, effort, and growth. In simple terms: It’s not about where you start, it’s about how you respond. Why a growth mindset is so valuable in the workplace Workplaces today are constantly changing. New systems, new expectations, new ways of working. A growth mindset helps individuals navigate this change with confidence rather than fear. Here’s how it shows up in practice: Greater resilience and adaptability - People with a growth mindset see setbacks as temporary. Instead of internalising failure, they ask: What can I learn from this? This makes it easier to recover, recalibrate, and move forward. Stronger learning and development - A growth mindset encourages continuous skill development. Whether that’s learning new technology, stepping into leadership, or expanding your commercial thinking. Increased innovation and creativity - When people aren’t afraid of getting things wrong, they’re more willing to experiment, contribute ideas, and think differently. Better collaboration - Growth-minded individuals are more open to feedback and knowledge sharing, which strengthens teamwork and trust. Improved performance over time - Rather than chasing perfection, a growth mindset focuses on progress, and that’s what sustains performance. Dr Dweck’s research also shows that employees in growth-oriented cultures are: More likely to trust colleagues More committed to their organisation More willing to take smart risks More likely to experience innovation What this means for you as a candidate Whether you’re actively job searching, exploring your next step, or simply thinking about what’s next, a growth mindset plays a key role in how you show up. Hiring managers aren’t just assessing what you’ve done. They’re assessing how you learn, adapt, and grow . A growth mindset helps you: Talk confidently about skills you’re developing Frame challenges as learning experiences Show curiosity rather than defensiveness Demonstrate potential, not just past titles Practical ways to build a growth mindset in your career 1. Reframe challenges - Instead of “I’m not good at this,” try: I haven’t mastered this yet. 2. Ask for feedback…and use it - Feedback isn’t criticism, it’s information. The strongest candidates use it to refine, not retreat. 3. Focus on progress, not perfection - Career growth is iterative. Waiting until you feel “ready” often delays momentum. 4. Value effort and learning, not just outcomes - What you learn along the way often matters more than the immediate result. 5. Be open about what you’re developing - You don’t need to have every skill, but you do need to show willingness to learn. A final thought A growth mindset doesn’t mean ignoring challenges or pretending everything is easy. It means believing that your career is something you can shape - through learning, reflection, and action. And in a world of constant change, that belief is one of your greatest assets. If you’re navigating your next move and want support along the way, working with a recruiter who understands both capability and potential can make all the difference. Your career isn’t fixed. And neither is what’s possible next.
We recently welcomed Greg to the Talent Quarter team, where he specialises in senior and executive appointments across the Welfare and Not-for-Profit sector. With more than 25 years’ recruitment experience across London and Sydney, Greg brings deep search expertise, a strong commercial background, and a genuine passion for purpose-driven organisations. Here’s a quick Q&A to get to know him a little better: Q: What attracted you to working in the Welfare and Not-for-Profit sector? I wanted my work to have a more direct social impact. The organisations in this sector do incredible work, and placing strong leaders who can drive meaningful change is incredibly rewarding. Q: What areas do you typically recruit for? I focus on senior and executive appointments across Child, Adult and Family Services, Domestic Violence, Mental Health, Aged Care and Disability Services. These are complex environments where leadership really matters. Q: What do you look for in great leaders within this sector? Great leaders in this sector combine strong strategic thinking with genuine empathy. They understand the complexity of working within community services and can balance operational demands, regulatory requirements, and the human impact of their work. I look for leaders who can build resilient teams, create safe and inclusive cultures, and make thoughtful decisions in high pressure environments. The best leaders are those who stay connected to the purpose of the work supporting vulnerable individuals and communities while still driving sustainable organisational outcomes. Q: From your perspective, what insights can you give us from the Welfare and Not-for-Profit sector right now? The sector is seeing a significant increase in demand for services, particularly in areas like mental health, domestic violence, housing and disability support. At the same time, organisations are facing funding constraints and workforce shortages, which is putting pressure on teams and leadership. As a result, there’s a growing need for leaders who can navigate complexity balancing strong governance and financial sustainability with a clear focus on purpose and impact. Organisations that invest in capable leadership and resilient teams are the ones best positioned to meet the increasing demand and continue delivering meaningful outcomes for the communities they serve. Q: A quick personal one – how do you like to spend your time outside of work? Outside of work, I’m usually balancing early mornings and late nights following Arsenal (often heartbreakingly), walking everywhere with my hyper-active dog, and trying to keep up my swimming laps. I’m also a keen BBQer and a strong interest in a good wine and a great restaurant. If you’re an organisation looking for senior or executive leadership in the Welfare and Not-for-Profit sector, or a candidate exploring your next leadership opportunity , Greg would love to connect. 📩 Feel free to reach out to start the conversation with Greg here: Phone number: 0482 077543 Email: greg.forster@talentquarter.com.au
This blog marks the second instalment in our Leadership Series with Catherine Harris from Project ROAR . If you haven’t already, we recommend starting with our first blog, How to Quiet Self-Doubt in Your Career, which explores practical ways to build confidence and navigate uncertainty at work. Over the coming weeks, we’ll continue sharing a new blog each week in the lead-up to Catherine’s upcoming masterclass, The Art of Delegation. This session will focus on how to delegate with clarity and confidence-by setting clear outcomes, defining ownership, and empowering your team to take responsibility. Catherine will expand on these ideas in her webinar on 29 April, sharing practical, actionable insights to help leaders delegate more effectively and build high-performing teams. ____________________________________________________ At different points in your career, the context changes. You might be between roles. Exploring options quietly while still employed. Or positioning yourself for a step up. But the underlying truth stays the same - your next opportunity often comes from how clearly you articulate your value, who knows your story, and how intentionally you manage your next move, not just what’s written on your resume. Applying for roles is part of the process. It’s rarely the whole strategy. The people who gain momentum faster tend to approach their careers with intention…not urgency, but direction. Below are three practical strategies that consistently help people feel clearer, more connected, and more in control of what comes next. 1. Use Your Network With Purpose - Your network isn’t a safety net, it’s a working asset. Not in a transactional way, but in a relational one. Strong networks create visibility, context, and advocacy. They help people understand where you’re headed, not just where you’ve been. A few grounding principles: a) Start where you are - If you’re employed, strengthen internal relationships. Talk with leaders, peers, and teams adjacent to your own. If you’re exploring externally, reconnect with former colleagues, clients, and industry contacts. b) Be clear about what you’re exploring - Clarity helps others help you. “I’m exploring Clinical Services Manager roles in Sydney” is easier to respond to than “I’m open to something new.” c) Stay visible in low-effort ways - Sharing an article, congratulating someone on a role change, or making an introduction keeps you present without needing an ask. Practical prompt: This week, reconnect with three people you haven’t spoken to in a while. Share a brief update and ask what they’re working on. 2. Get Clear on Your Positioning - If someone asked you to describe what you do, and where you’re heading, could you do it simply and confidently? A positioning statement isn’t about impressing. It’s about helping others quickly understand your value. Think of it as the bridge between your experience and your next step. A useful structure: · Current: What you’re currently doing (or most recently did) · Past: The experience and strengths you bring · Future: The kind of opportunity you’re moving toward When this is clear, conversations become easier. Introductions become more relevant. And opportunities feel less accidental. Practical prompt: Write a short positioning statement and practise saying it out loud. Use it in conversations, interviews, and internal discussions about growth. 3. Manage Your Career Like a Project - Careers benefit from the same thinking we apply to meaningful work. Clear goals. Defined actions. Regular check-ins. Instead of holding everything in your head, treat your next move as a project with structure. Start here: a) Clarify the goal - Are you aiming for progression where you are, a move to a new organisation, or a broader shift? b) Break it into actions - Resume updates. Conversations. Skill development. Interview preparation. c) Create accountability - Set regular time to review progress - with yourself, a mentor, or someone you trust. d) Adjust as needed - If something isn’t working, refine the approach rather than questioning your capability. Practical prompt: Create a simple 30-day plan with a small number of weekly actions. Progress builds confidence when it’s visible. A final thought Careers rarely move in straight lines. Momentum comes from clarity, not pressure. When you approach your career with intention, rather than waiting for the right moment, opportunities tend to surface more naturally. Your experience already has value. Managing it thoughtfully is how others come to see it. And that’s often where the shift begins.
