Hi Rob,
Could try a quick and easy Kessler Psychological Distress Scale (K10).
That's a quick one

Kia ora,
In looking through the submissions on this forum there are a lot of great ideas and thoughts being practiced and coming through.

I like "evaporative behaviour" reference as it demonstrates how the observer changes the conditions of the workplace, and becomes part of the process, changing the process.

My experiences with observations have led to some interesting findings, here are some brief ones before I run off to a meeting:
Senior leaders are outside of their comfort zone when out in the operation (in most cases)
Team them up with an HSR or someone from the operation who can act as a guide and liaison, facilitating introductions, of staff to leader.
The HSR may have a particular problem that a senior leader could fix, which they could guide them too or,
The senior leader may want to look observe a specific practice/risk.
The best observations involve a leader simply asking:
"How is everything going today?"
"I'm doing an observation and would be interested in what you are doing, could you talk me through the process"
"I noticed this/that and I am curious as to why this/that is occurring/happening/in this particular location."
Ran out of time, but the list could be very lengthy.

I hope this is helpful.

I concur with both Steve and Corey.
My concern is the competency of the people in question.
I believe Coreys' estimate is fair for a mid to upper level H&S role, something that requires a competent operator, who has relevant qualifications, experience and membership to a governing body (NZISM, HASANZ, IOSH, etc).
I have seen junior to mid level H&S roles range from $70K to $115K, but this is over the past 8-9 years, now with inflation and cost of living going up, my thinking is that this will increase the pay of these roles.

Very true, I can't argue with that.
I have had cases of forklift versus safety boots, the safety boots were crushed but the team members feet were fine.
I would hate to see the same incidents without safety footwear involved.

Sounds like a good range of ideas here.
My 10 cents:
Go back to original risk assessment for the requirement to wear Safety Footwear, then compare with the employees current circumstances.
Can the risk be reduced, as Andrew said, via redeployment, alternate duties etc.?
Is this a permanent "exemption" from wearing safety footwear? Is it a treatable, temporary and they will be able to go back to safety footwear after treatment.
As Andrew stated PPE is low on the Hierarchy of controls, however many organisations like to do the "Safety Dance" and provide the perception of safety through Safety Boots, Hi viz, hardhats etc. rather than putting in hard controls (Isolation, Engineering controls etc)

Yes, still part of the work day.
Not as much as the first quarter of this year, when Delta then Omicron were at their peak and rules were changing very quickly.
I still dedicate time to it due to the impacts it can have on the business continuity.
Covered by the "Health" part of "Health and Safety".