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Suicide-safer workplace self-audit

Twenty questions about your organisation — not about anybody in it. Answer honestly rather than aspirationally; the value is entirely in the gaps it finds.

This scores your organisation, not any person in it. Every question is about a policy, a procedure or a provision — something you either have or do not have. Nothing here asks about an individual, and this site never produces a suicide risk score for a person.

0 of 16 answered

Saved on this device only. Nothing is sent anywhere, which is the point — an audit you have to file somewhere is an audit nobody answers honestly.

Before anything happens

  • Is there a written procedure for what to do if an employee discloses suicidal thoughts?critical

    The alternative is that whoever hears it first invents a response under pressure.

  • Could someone find that procedure in under two minutes, right now, without asking?critical

    A procedure nobody can locate at the moment of need is not a procedure.

  • Is there a named person responsible, with a named deputy?critical

    A single point of failure who is on leave is the most common way a good process fails.

  • Does the procedure say what happens outside working hours?

    Crises are disproportionately out of hours, which is when most procedures stop.

  • Have the people most likely to hear a disclosure had training in the last two years?

    Not awareness-raising — training in what to say and what to do next.

  • Have the crisis numbers in your materials been checked against the provider's own page in the last year?

    Helplines renumber and close. A poster with a dead number is worse than a blank wall.

  • Is there a written plan for what the organisation would do in the 48 hours after a death?critical

    This is the one that has to exist beforehand, because nobody can write it on the day.

Working conditions

  • Is there a route by which an unmanageable workload can be raised and actually changed?

    Wellbeing provision cannot compensate for conditions that are making people ill.

  • Does anyone look at who is consistently working excessive hours?

    It is one of the few objective early signals an employer already holds.

  • Is there a way to report bullying that does not go through the bully?

    The commonest reason a complaint is never made.

  • Do staff facing financial hardship have somewhere to go that is not their line manager?

    Money is one of the most common routes to a crisis and one of the hardest to disclose upward.

In practice

  • Is it written down who a disclosure may be shared with, and is that told to the person disclosing?

    People disclose far less when they cannot predict where it goes.

  • Are phased returns planned in writing, with a review date and a route back?

    An unplanned return is the most predictable point of second collapse.

  • Do managers know they can make adjustments without HR approval for each one?

    Most reasonable adjustments die in a queue.

  • Has anyone actually rung your employee assistance number to see what happens?

    A surprising number lead to a voicemail, a sales script, or a six-week wait.

  • Is there support for the manager holding a difficult situation?

    The person absorbing it is usually offered nothing at all.