The carrot is let's have meaningful, genuine conversations sooner because life's better that way.

I can probably give you two to cross off your list if I can start with that.

One is, it's just your job.

Because I think if we're talking about psychosocial safety, we need to make sure those managers are actually equipped to deal with it.

And the second one is, can we get away from just saying to people, can we just have a quick chat? Because nothing instills anxiety into people more than someone coming up to them and going, oh, can we just have a quick chat without knowing what it's about? And I'm sure that if that ends up before a commission or a court, those kind of unsafe conversations practices are going to add to the whole anxiety around the claim.

So if we can strike those two out, I think that would be the place to start.

But then going on to helpful phrases is, yeah, off the back of what Will said to me, the longer things sit, the worse they're going to get.

And Lisa, your thoughts?

Lisa, what are you seeing out there in your practice, and what should HR be thinking of from your perspective?

Yeah.

I think, um, Catherine and Will have probably covered most of the salient points, but the biggest thing for me is the complexity.

So in our practice, we deal with a lot of small to medium businesses as well, and the ability for those people who can sometimes be the sole HR person to get their head around everything that they need to do in a HR space as well as understand what's happening in the ER/IR constantly changing landscape.

You've got the complexities of changes to the Fair Work Act, changes to modern awards, depending on your sector, how complex, um, that award is, and I think it's, it's really important for HR to spend the time and reiterate to the organization the importance of understanding that compliance piece and where those resources are to make sure that you are able to comply if you are the only one dealing with it.

For those with larger teams, obviously being aware of who's involved in particular transactions within the HR space and moving away perhaps from, um, separate silos of payroll and learning and development and, and HR and, and coming together so that we're, we're making sure that that compliance piece is happening right across the organization.

And I think dovetailing back into what Catherine and Will have said, the AI side of it as well, employees are getting smarter, um, by using AI to find out what their rights are.

How do we support our leaders to continue having those difficult conversations when psychosocial risk is being thrown back at them?

And they

also tell society that because they're young, they'll be fine.

They're resilient.

They won't remember.

then they haven't heard about implicit and explicit memory.

They haven't read books by Dr Bruce Perry or, you know, The Body Keeps the Score.

Because I think that when the public believes that the happy ending, governments behave if the story's over.

And what is the response with them? Are they putting puzzle pieces together? Do you see them, you know, joining the dots or is it just a kind of reaffirmation of who they are? Is it trying to reconcile something in them? What do you think is going on for them?