Psychosocial Hazards: What They Are and How to Spot Them

For businesses looking to create a genuinely psychologically safe workplace, understanding and identifying often hidden psychosocial risks is the first crucial step.

Psychosocial risks are aspects of work that can cause psychological harm. Unlike a physical hazard, you can't see or touch a psychosocial hazard, but you can see its effects. They are the patterns in the experience of work that create stress and, if left unmanaged, can lead to psychological or physical injuries. The Australian Work Health and Safety Strategy 2023-2033 specifically highlights the need to address these hazards to protect mental health and wellbeing.

To effectively manage these risks, you first need to know what to look for. Here are some of the most common psychosocial hazards in Australian workplaces:

1. High Job Demands: This is often the first thing that comes to mind when we talk about workplace stress. It’s not just about long hours; it's about the intensity of the work, conflicting demands, or a lack of clarity around priorities. An example might be a worker who is consistently given unrealistic deadlines, leading to a constant state of pressure and anxiety.

2. Low Job Control: This hazard relates to a lack of influence over how and when work is done. A worker who has no say in their schedule, can't make decisions about their tasks, or feels micro-managed can experience a sense of helplessness and stress. Granting even a small degree of autonomy can be a powerful control measure.

3. Poor Support: This can come from managers, supervisors, or colleagues. A lack of support means a worker feels isolated, unable to seek help, or believes their concerns won't be taken seriously. This is a significant risk factor, particularly in high-pressure roles. Effective manager training and fostering a supportive team culture are key to mitigating this hazard.

4. Poor Organisational Change Management: Change is inevitable, but when it’s poorly communicated or implemented, it can be a major source of stress. Workers may feel uncertain about their future, fear job losses, or feel they haven't been consulted, leading to feelings of betrayal and anxiety.

5. Bullying and Harassment: This is a clear and direct psychosocial hazard. Bullying can take many forms, from overt aggression to subtle exclusion and undermining. It creates a hostile work environment that can have severe psychological consequences for the individuals involved. Australia's WHS laws place a strong emphasis on preventing and responding to these behaviours.

6. Poor Relationships and Organisational Justice: This includes issues like a lack of fairness in reward systems, unequal opportunities, or a lack of trust in leadership. When workers feel they are being treated unfairly or that their contributions aren’t recognised, it can lead to resentment, disengagement, and psychological distress.

How to Spot Them in Your Workplace Identifying these hazards requires more than a simple inspection. You need to look at both data and people.

• Data: Reviewing records on absenteeism, staff turnover, sick leave, and workers' compensation claims can reveal patterns. An increase in sick leave on Mondays, for example, could be a sign of a deeper issue.

• People: The most effective method is direct consultation. Talk to your employees. Use anonymous surveys, facilitate focus groups, and create open lines of communication. Ask questions about workload, support, clarity of roles, and workplace relationships. This is a legal requirement under Australian WHS laws and is critical to gaining a true picture of your workplace's health.

By proactively looking for these hazards, you can move beyond a reactive "fix-it-after-it-happens" approach to a preventative strategy that protects the mental and physical wellbeing of your entire team. Key to prevention is fostering a safe and respectful communication culture in the organisation.

Professor Loraleigh Keashly say, one of the world’s leading workplace bullying prevention researchers, says ‘organisational culture  and climate influence and are influenced by the nature and quality of working relationships (Keashly, 2023).

This important statement highlights that, in order to identify risks and implement effective psychosocial risk controls, we must improve the relational and communication culture of the workplace. Creating an environment that supports consultation and innovation that allows us to identify and improve aspects of work that if unaddressed cause harm. Conversely, by improving aspects of work design that can cause harm, we will improve the relational climate in the workplace.