Tips from an organisational psychologist: how to create psychological safety in the workplace

There are currently three generations in the workforce at the same time, each at a slightly different stage in their lives. Many workplaces already know how to talk about events that affect their personal working lives, such as peak years. However, some topics, such as menopause, are not yet openly discussed. When discussing age-related issues, Eveliina Holmgren recommends starting by having HR or managers talk about the issue and give words to the phenomena. For example, the supervisor does not have to talk about menopause - it can be a confusing situation if menopause is the topic of discussion in a team meeting.

– However, they can say that they are available and willing to listen if team members have work-related issues on their minds that they would like the facilitator to help them sort out.

Menopause, toddlerhood or ageing are as suitable a topic for a wellbeing day as sleep or exercise. Holmgren has spoken about sleep and exercise in many workplaces, but has never been asked to speak about menopause, for example.

Inevitably, menopause or ageing are not topical subjects for the whole group, but that's OK. Research shows that the most productive workplaces are diverse: they inevitably include people of different ages.

- Some have young children, some have teenagers who are fooling around, some have parents to look after and some are going through menopause. Others may have concerns about their own inexperience in the industry.

That's why the workplace can and should talk about any stage of life. The main thing is that everyone wants to put themselves in the other person's shoes and is able to demonstrate that they want to hear and understand the other person.

Listening increases the experience of being valued

The managers should be conscious of creating a tolerant and open atmosphere and make it clear that they can be told about different life situations and their effects.

– It is important for people to have the courage to tell you if they have not slept well recently or if their concentration is stagnating.

The managers should be prepared to listen and offer support if needed. They can also talk to their team about wanting to support an appropriate relationship between team members in different situations and work.

"How are you?" or "Is there something that is affecting the way the work is organised and I, as the front person, should know about your situation, or what you would like me to do?" could be good, sensitive questions, Holmgren says. Being listened to goes a long way toward making employees feel valued. Everyone appreciates being allowed to be themselves in the workplace.

Holmgren points out that everyone's ability and performance at work varies, because we are human beings and not machines. We are all human beings at work.

– Workplaces need a humanly efficient culture, where people's efficiency is not spent on maintaining protective armour, but where they can concentrate on their work.