In recent years, workplace health and safety (WHS) in Australia has evolved beyond its traditional focus on physical hazards. Today, psychosocial risk management has emerged as a central pillar of workplace safety, recognising that mental health and wellbeing are just as important as preventing slips, trips, or falls.
What Are Psychosocial Risks?
Psychosocial risks are aspects of work design, management, and the broader organisational environment that can impact an employee’s psychological health. These include:
- Job demands: excessive workload, unrealistic deadlines, or pressure to always be available.
- Low job control: lack of autonomy or decision-making opportunities.
- Poor support: limited guidance, feedback, or collegial collaboration.
- Workplace relationships: bullying, harassment, or unresolved conflict.
- Poor organisational change management: unclear communication or sudden shifts in expectations.
- Remote or isolated work: social disconnection and limited access to resources.
When unmanaged, these factors can lead to stress, burnout, absenteeism, reduced productivity, and long-term psychological injury.
The Legal Landscape in Australia
The focus on psychosocial risk is not just good practice—it’s the law. Updates to WHS regulations across states and territories (and Safe Work Australia’s Model WHS Regulations) now explicitly require organisations to identify, manage, and control psychosocial hazards, just as they would for physical hazards.
Key points include:
- Primary duty of care: Employers must ensure workers’ health and safety, covering both physical and psychological wellbeing.
- Due diligence: Leaders and officers are responsible for proactively preventing psychosocial harm.
- Risk management approach: Organisations must assess, control, and review psychosocial hazards systematically.
Non-compliance can lead to regulatory action, reputational damage, and increased costs through workers’ compensation claims.
Managing Psychosocial Risks in Practice
A robust psychosocial risk management framework should integrate into the organisation’s overall WHS strategy. Effective steps include:
- Consultation and participation
Involving workers and health and safety representatives helps identify risks early and ensures solutions are practical. - Risk assessment
Use surveys, incident reports, focus groups, or one-on-one discussions to map out potential hazards. - Control measures
– Redesign workloads and rosters to ensure balance.
– Provide clear role expectations.
– Build supportive leadership practices and regular feedback mechanisms.
– Implement anti-bullying and harassment strategies.
– Provide access to mental health supports such as Employee Assistance Programs (EAPs) - Training and capability
Educate leaders, managers, and staff about recognising psychosocial risks and responding appropriately. - Monitoring and review
Regularly evaluate the effectiveness of control measures, and remain agile in responding to workplace change.
The Business Case for Psychosocial Risk Management
Prioritising psychosocial safety is not only a compliance requirement—it delivers real organisational benefits. Businesses that foster psychologically safe workplaces report:
- Higher employee engagement and retention.
- Increased productivity and creativity.
- Lower absenteeism and turnover costs.
- Stronger reputation as an employer of choice.
Final Thoughts
Psychosocial risk management in WHS is no longer an optional “nice to have”—it is an essential responsibility for Australian organisations. By embedding psychological health and safety into everyday practices, businesses not only meet their legal obligations but also create workplaces where people can thrive.
