Guide · updated November 2026
Psychosocial risk assessment: a template that works
A psychosocial risk assessment follows the same steps as any WHS risk assessment: identify, assess, control, review, and consult workers throughout.
- Identify hazards using a worker survey, a team workshop, and your report, incident, leave and turnover data
- Assess each hazard's likelihood and consequence, considering how long, how often and how severe, and how hazards combine
- Control by changing the work first (workload, staffing, rosters, environment, how people are treated), then systems, then training and support
- Review regularly, and after any report, incident or change
The 14 common hazards
| 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
Get your psychosocial safety system done
Take the free compliance check, then build a risk register for all 14 hazards (rated for your industry), an action plan, policies, a worker survey and a positive duty prevention plan.
Free compliance check Build my systemMore: The 14 common psychosocial hazards, with examples and controls · 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