Root Cause Analysis (RCA) for Psychological Health and Safety (PHS)
Systemic Investigation for Workplace Mental Health
Root Cause Analysis (RCA) is a systematic process used to uncover the underlying organizational reasons why a psychological injury or mental health incident occurred. Rather than stopping at "human error" or an individual's inability to cope, RCA digs deeper to find systemic factors—such as job design, leadership behaviours, or resource allocation—that allowed the incident to happen.
In a PHS-IMS, if an employee experiences burnout, an RCA looks at the workload management system or the level of support from supervisors that created those conditions.
RCA and the National Standard for Psychological Health and Safety (CSA Z1003 / ISO 45003)
Under the CSA Z1003 and ISO 45003 standards, RCA serves as a mandatory component of incident investigation. It ensures the focus remains on organizational factors rather than individual traits. Investigation must prioritize Psychosocial Factors.
The primary goal is to prevent recurrence through permanent changes that sit at the top of the Hierarchy of Controls, focusing on the elimination of hazards. RCA also determines if existing Administrative Controls require optimization.
Why RCA is Critical for HR Leaders
RCA represents the gold standard for fulfilling the Duty of Care and establishing a record of Due Diligence. It provides evidence of Reasonable Care during a regulatory investigation. This transparency reinforces the Internal Responsibility System (IRS) by creating a culture of accountability.
How to Conduct a PHS-Informed Root Cause Analysis
A Psychological Health and Safety (PHS) informed RCA avoids blame and focuses on the "System Game". Using the 14 Psychosocial Factors helps identify if an incident stemmed from a breakdown in "Psychological Manager Support" or other systemic gaps.
Expert Insight: The "5 Whys" for PHS Risk Management
An employee is going on leave for burnout. Why?
They are overwhelmed by their current project load. Why?
Their department has been operating at 150% capacity for six months. Why?
Two roles were eliminated last year, and work was distributed rather than reduced. Why?
The organization lacks a Workload Management policy to trigger a review when staffing levels drop. Fix the system.
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