Guide · updated November 2026
The 14 common psychosocial hazards, with examples and controls
Safe Work Australia's model Code of Practice lists common psychosocial hazards. Hazards often combine. For example, high demands plus low support plus customer aggression is far riskier than any one alone.
| Hazard | What it looks like | Controls that change the work | System controls |
|---|---|---|---|
| High or low job demands | Unrealistic workloads or deadlines, long hours, high emotional or mental effort, or work that's too little or too repetitive | Set realistic workloads and staffing levels based on actual demand; Plan rosters to cover peak periods and absences; Remove unnecessary tasks and reporting | Track hours, overtime and leave balances monthly; Agree priorities when new work is added; Cap consecutive long shifts |
| Low job control | Little say over how or when work is done, rigid processes, micro-management | Give workers input into how tasks are done and in what order; Involve workers in rostering | Delegate decisions to the people doing the work where possible; Consult before changing work methods |
| Poor support | Not enough help, equipment, information or training from supervisors and colleagues | Provide the tools, equipment and staffing to do the job; Make supervisors available during all shifts | Induction and on-the-job training for every role; Clear escalation path for problems |
| Lack of role clarity | Unclear, conflicting or frequently changing roles, responsibilities and expectations | Write clear position descriptions and reporting lines | Confirm priorities when roles overlap or change; Review roles annually or when changes happen |
| Poor organisational change management | Changes made without consultation, information or support (restructures, new systems, relocations) | Assess the psychosocial risks of a change before deciding on it | Consult workers and HSRs before decisions are made; Give clear timelines and information throughout |
| Inadequate reward and recognition | Effort and achievement not acknowledged, unfair pay or development opportunities | Fair, transparent pay and progression structures | Regular feedback and performance conversations; Recognise good work in team meetings |
| Poor organisational justice | Inconsistent or unfair decisions, policies applied unevenly, favouritism | Apply policies consistently and transparently | Explain the reasons for decisions; Provide a fair process to raise concerns and appeal decisions |
| Traumatic events or material | Exposure to death, injury, violence, distressing content or clients in crisis | Reduce exposure where possible (rotation, limit time with distressing material) | Post-incident procedures: immediate support, debrief, follow-up; Record exposures |
| Remote or isolated work | Working alone, in remote locations, at night or from home with little contact or help | Avoid lone work for high-risk tasks; Design work so help is reachable | Check-in schedules and a working-alone procedure; Duress alarms or GPS devices where needed |
| Poor physical environment | Noise, heat, cramped or unsafe spaces, poor lighting or amenities | Fix the environment: noise, temperature, lighting, space and amenities | Regular workplace inspections that include environmental stressors |
| Violence and aggression | Threats, abuse or assault by customers, clients, patients, the public or co-workers | Safe workplace design: barriers, exits, lighting, CCTV, cash limits; Adequate staffing in high-risk periods | Customer conduct policy, the right to refuse service, and incident reporting; Procedures for responding to aggression |
| Bullying | Repeated unreasonable behaviour towards a worker or group that creates a risk to health and safety | Set clear expectations of behaviour from the top down | Bullying policy with a clear, confidential reporting and response procedure; Act on reports promptly and fairly |
| Harassment, including sexual and gender-based harassment | Unwelcome conduct based on sex, gender, race or other attributes, including sexual harassment | Leadership commitment and a prevention plan (positive duty: Sex Discrimination Act s 47C) | Policy, multiple reporting channels, fair investigation and outcomes; Assess risk factors (alcohol, power imbalances, customer contact, isolated work) |
| Conflict or poor workplace relationships | Interpersonal conflict, poor communication, exclusion or incivility | Team structures and workloads that reduce friction points | Early resolution process for conflict; Team agreements on communication |
Sources: Safe Work Australia: model Code of Practice: Managing psychosocial hazards at work · WorkSafe Victoria: new psychological health regulations · SafeWork NSW: legislation · WorkSafe Queensland: People at Work (free survey) · Australian Human Rights Commission: positive duty
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Free compliance check Build my systemMore: Psychosocial risk assessment: a template that works · NSW: the psychosocial Code became comply-or-justify on 1 July 2026 · Victoria's Psychological Health Regulations: what employers must do · Queensland's psychosocial hazards Code: employer checklist · The positive duty to prevent sexual harassment: a small business guide · Bullying and harassment policy: what to include · Psychosocial hazards in office / professional services · Psychosocial hazards in retail · Psychosocial hazards in hospitality · Psychosocial hazards in construction / trades