As organisations' build their psychosocial safety system, it is logical to follow the process: identify hazards, assess risks, implement controls, and monitor progress through leading indicators with the aim of prevention. This framework is sound and remains the cornerstone of risk management.
But in an early maturity safety system, an important question must be asked: leading indicator of what?
If there is no connection to the evidence that tells us where harm has already occurred or high acuity risk, then there is a real risk the chosen leading indicators may not be the right ones to predict and prevent harm.
Lagging data provides that critical link. It shows where harm has already been realised or high acuity risk exists and shines a light on priority hazards with the greatest consequence. Without this association, organisations risk measuring activity rather than impact. The worst possible outcome would be getting a few years down the track and realising the investment and activity has resulted in no meaningful change.
What Do We Mean by Lagging Data?
Lagging indicators are measures that capture outcomes after the event. In safety systems, this includes:
- Incident reports and injury records
- Workers’ compensation claims
- Absenteeism and turnover rates
- Reported near misses and complaints
In a developing psychosocial safety system it is important not to devalue the most concrete and objective evidence available.
Why Lagging Data Is a Valuable Place to Start
- Identifying
High-Risk Hazards
Lagging data is a rich, objective data source of outcomes that reveal possible contribution of workplace psychosocial hazards, such as work pressure, harassment, poor job design, or fatigue. Analysing this link directs attention to the most hazardous points in the system of work where there is high risk of harm and regulatory compliance. It reveals where the controls system has failed (or is needed, if not in place). This informs implementation, or re-examination, of controls. - Prioritising control interventions
Early systems often face capacity and resource limits. Lagging data provides a clear evidence base for which hazards warrant the greatest investment of time and resources in effective controls, ensuring effort is directed where it will have the greatest impact. - Creating
a Baseline
Without a baseline, it is impossible to measure change or psychosocial safety system performance. Lagging data establishes the reference point against which the effectiveness of new controls and cultural changes can be tracked in real terms. Reduction in harm, reduction in harm-related cost. - Building
Credibility
Boards, regulators, and workers respond to evidence. Lagging data offers a tangible narrative that supports accountability and demonstrates the system is built on measurable evidence and can monitor effectiveness over time (without the survey burden). - Measuring the Effectiveness of Controls
In many cases, the psychosocial controls are not new or novel. The difference is now there is a regulatory obligation to measure their effectiveness or re-examine the evidence for new approaches. This is a win-win in terms of the potential for quality controls to deliver a range of benefits, along with reduction of time and resource investment in controls that aren't delivering results.
From Lagging to Leading: A Pathway for Maturity
Lagging indicators are an important part of a comprehensive psychosocial safety system, but they are not the end goal. As systems mature, lagging and leading measures will create predictive insights and stronger prevention strategies. In an early maturity system, starting with the lagging data is cost-effective in the long run, making it a strategic focus. It is the most efficient path to identifying the hazards and risk associated with real harm. It grounds the system in evidence, focuses effort where it matters, and builds the credibility needed to sustain long-term improvement.
Looking back to move forward
By starting with lagging data, early maturity systems can prioritise real risks, design effective controls, and work towards a system that prevents harm.
If you are interested to build an objective evidence base into your organisation's psychosocial safety system, please reach out.