Guide for Australian employers
Psychosocial hazards at work: a plain English guide
What psychosocial hazards are, where your obligations come from, and how to run a psychosocial risk assessment that actually reduces harm. Written for employers and brokers, not lawyers.
Applies across every Australian work health and safety scheme.
The basics
What we mean by psychosocial hazards
Psychosocial hazards are features of work, how it is designed, organised and managed, and the relationships within it, that have the potential to cause psychological or physical harm. Safe Work Australia defines a psychosocial hazard as anything at work that may cause psychological harm. They are workplace hazards in the ordinary sense, sitting alongside the physical risks employers have long been expected to control.
The distinction that matters is that a psychosocial hazard is usually about the work itself, not about any one person. High demands, unclear roles, poor support and repeated exposure to distressing situations create risk regardless of who is doing the job.
Under the model work health and safety laws, a person conducting a business or undertaking (a PCBU, which for most readers means the employer) must eliminate psychosocial risks so far as is reasonably practicable, or if that is not possible, minimise them. Psychosocial safety is now clearly part of that duty.
Common examples
What psychosocial hazards look like in practice
Most workplaces carry several of these at once. They rarely act alone; it is the combination, and how long people are exposed, that drives harm.
High or low job demands
Sustained work overload, unrealistic deadlines, or work that is monotonous and understimulating; either extreme carries risk.
Poor support and relationships
Limited support from managers or colleagues, workplace conflict, bullying, harassment or exposure to aggression from others.
Low role clarity and control
Uncertainty about responsibilities, conflicting expectations, or little say over how and when work is done.
Exposure to distressing content
Roles that involve traumatic events, difficult customer interactions, or repeated exposure to the aftermath of incidents.
Poorly managed change
Organisational change handled without consultation or clear communication, leaving people anxious about their work and future.
Recognition and reward gaps
An imbalance between the effort people put in and the recognition, feedback or reward they receive in return.
Your obligations
Where the duty comes from, and why it varies by state
Under work health and safety law, employers must manage risks to psychological health so far as is reasonably practicable, the same standard that applies to physical safety. This is not optional or aspirational. It is part of the primary duty of care, and it is supported by Safe Work Australia's model WHS Regulations and the model Code of Practice on managing psychosocial hazards at work.
What differs is the detail. Most states and territories have adopted the model WHS regulations and a code of practice, but the timing, terminology and regulator differ between schemes. Victoria has not adopted the model WHS laws and regulates psychosocial risk under its own occupational health and safety framework.
The practical takeaway for employers operating in more than one state is to confirm the requirements in each location rather than rely on a single national rule. A code of practice matters because a regulator or court can rely on it as evidence of what is reasonably practicable.
Psychological injury claims
How to assess the risk
Running a psychosocial risk assessment
A psychosocial risk assessment follows the same four steps as any work health and safety risk assessment. The difference is where you look and who you involve.
Identify
Look for psychosocial hazards across roles and teams: through consultation, surveys, incident and complaint data, and observation of how work is actually done.
Assess
Consider the duration, frequency and severity of each hazard, and how hazards combine, to understand the likelihood and degree of harm.
Control
Apply the hierarchy of control, designing the hazard out of the work first, rather than relying on individuals to cope with it.
Review
Monitor whether controls are working, review after incidents or changes to work, and adjust as roles and circumstances shift.
Managing the risk
Controlling hazards at the source
The most effective controls change the work, not the worker. Redesigning workloads, clarifying roles, improving rosters and strengthening manager support address the hazard at its source, which is where work health and safety law expects employers to start.
Individual measures such as training, employee assistance programs and wellbeing initiatives have a place, but they sit lower in the hierarchy of control. Relying on them alone leaves the underlying hazard in place and the risk largely unchanged. Consultation with workers runs through the whole process, because the people doing the work often see the hazards first.
Guides
Read more on psychosocial hazards
Plain English guides on identifying, assessing and managing psychosocial hazards, and on the psychological claims that can follow when they go unmanaged.
We are writing a series of guides on psychosocial hazards, from running a risk assessment to managing hazards across a multi-state workforce. They will appear here as they are published.
Browse insightsRelated
Where to go next
Psychosocial hazards sit close to psychological injury and return to work. These pages explain how the pieces connect.
Frequently asked questions
What are psychosocial hazards?
Psychosocial hazards are aspects of work and the working environment that can cause psychological or physical harm, for example high job demands, poor support, low role clarity, workplace conflict, bullying, or exposure to traumatic events. They arise from how work is designed, organised and managed, not just from individual events.
Are employers legally required to manage psychosocial hazards?
Yes. Under work health and safety law, employers have a duty to manage risks to psychological health so far as is reasonably practicable, in the same way they manage physical risks. The specific regulations, codes of practice and regulators differ between states and territories, so the exact obligations depend on your jurisdiction and scheme.
Do the rules differ between states?
They do. Most jurisdictions have adopted the model WHS regulations and a code of practice, but the detail, timing and terminology vary, and Victoria regulates under its own framework. Employers operating across more than one state should confirm the requirements that apply in each location.
How do we run a psychosocial risk assessment?
A psychosocial risk assessment follows the same cycle as any WHS risk assessment: identify the hazards through consultation and data, assess the likelihood and severity of harm, control the risks starting with work design, and review whether the controls are working. The emphasis is on consulting workers and addressing the source of the hazard, not only its symptoms.
What is the link between psychosocial hazards and psychological injury claims?
Unmanaged psychosocial hazards are a leading contributor to psychological injury claims, which tend to be more complex and take longer to resolve than physical claims. Identifying and controlling hazards early reduces the likelihood of harm. When a claim does arise, understanding the underlying hazards supports a fair and effective response.
Working through psychosocial risk?
If a psychosocial hazard has led to a claim, or you want a specialist view on managing the risk, we're happy to talk it through, with no obligation. Or call 1300 477 662.