Frequently Asked Questions

Psychosocial safety is a goal achieved by workplaces (or social settings) that successfully foster psychological health and safe social interactions.

It recognises that a person’s wellbeing is not solely determined by their internal psychological state but the social dynamics, relationships, and support systems in their environment.

While psychological safety focuses on individuals feeling safe to express themselves and take interpersonal risks, psychosocial safety expands that concept to include broader social factors that impact an individual’s wellbeing. It regards the combination of psychological, occupational and social safety in the workplace—including factors such as work environment, job design, organisational culture, and management practices that can all impact employees' mental health and wellbeing.

Recognising the interconnectedness of individual and social factors in shaping people’s experiences, the psychosocial safety field seeks to improve the overall social environment, emphasising the importance of creating a supportive, inclusive and healthy environment for all.

Psychosocial hazards refer to workplace factors and conditions that can have negative effects on employees' psychological wellbeing and mental health. These hazards can arise from various aspects of the workplace environment and may lead to stress, anxiety, depression, and other mental health issues among workers. Psychosocial hazards are increasingly recognized as important contributors to overall occupational health and safety.

Psychosocial hazards include:

Organisational factors

>Design or management of work Lack of role clarity – eg confusion over role responsibility or frequent changes to role, conflicting expectations

>Poor organisational change management – eg lack of consultation or communication in change

>Poor physical environment – eg exposure to on-the-job hazards such as chemicals, noise, temperatures, pathogens

>Inadequate reward and recognition – eg lack of reasonable career development opportunities

>Poor support through inadequate systems and resources

>Unsustainable job demands through poor job design

Experiential factors

>Traumatic events – eg witnessing accidents, abuse, natural disasters

>Poor organisational justice – eg lack of procedural fairness (keeping relevant people informed) or interpersonal fairness (treating people with dignity and respect)

>Remote or isolated work – eg staff isolated from others by location or shift work

>Job demands (high or low) – eg time pressure, unachievable deadlines, demanding shifts

>Poor support – eg inadequate emotional or practical support

>Low job control – eg requiring permission on routine tasks, lack of staff opportunity for input, excessive monitoring

Relational factors

>Violence and aggression – eg experiences of abuse, threats, assault or aggressive behaviours

>Bullying – eg exposure to repeated victimising, humiliating, intimidating, or threatening behaviours

>Harassment including sexual harassment – eg unwelcome contact of a sexual nature or targeted behaviour due to personal characteristics

>Conflict or poor workplace relationships and interactions – eg interpersonal conflict, exposure to stressful interactions

>Inadequate recognition and acknowlegement from supervisors and colleagues

>Poor support – eg inadequate emotional support from supervisors

Safe Work Australia’s Code of Practice for Managing Psychosocial Hazards at Work asks employers to work actively to manage these hazards and prevent risks to workers. Organisations can implement strategies such as promoting a supportive and inclusive culture, designing roles that do not place unsustainable pressures on staff, educating and supporting staff to speak up when experiencing workplace bullying and harassment, providing wellbeing support and mental health resources when staff experience traumatic events, offering flexible work arrangements, and conducting regular assessments of psychosocial risks to mitigate these hazards and create a healthier work environment.

Psychosocial risk refers to the potential for harm to individuals' psychological wellbeing and mental health due to factors and conditions in the workplace. These risks are associated with various aspects of the work environment, job design, and organisational culture that can lead to stress, anxiety, depression, and other mental health issues among employees. Identifying and mitigating psychosocial risks is crucial for creating a healthier and more supportive work environment.

Common psychosocial risks in the workplace include:

1. High Workload: Excessive work demands, tight deadlines, and an unmanageable workload can lead to stress, burnout, and mental health issues.

2. Lack of Control: Limited control over one's tasks, decision-making, and work processes can contribute to feelings of frustration, helplessness, and stress.

3. Job Insecurity: Concerns about job stability, layoffs, or unstable employment conditions can lead to chronic stress and anxiety.

4. Work-Life Imbalance: When employees struggle to balance their work responsibilities with their personal lives, it can result in increased stress and strained relationships.

5. Bullying and Harassment: Workplace bullying, harassment, discrimination, and incivility can have severe psychological effects on individuals.

6. Lack of Social Support: A lack of support from colleagues and supervisors can lead to feelings of isolation and loneliness, which can negatively impact mental health.

7. Organisational Change: Frequent or poorly managed organizational changes, such as restructuring or downsizing, can create uncertainty and stress among employees.

8. Violence or Threats: Exposure to workplace violence, threats, or intimidation can lead to significant psychological distress.

9. Job Design: Repetitive and monotonous tasks, a lack of skill variety, and insufficient opportunities for personal growth and development can contribute to feelings of boredom and disengagement.

10. Shift Work and Irregular Hours: Working irregular hours or rotating shifts can disrupt sleep patterns and social life, potentially leading to sleep disorders and mental health issues.

11. Unclear Expectations: Employees who do not have a clear understanding of their roles, responsibilities, and performance expectations may experience stress and anxiety.

12. Psychological Demands: Jobs that require constant multitasking, high levels of concentration, or emotional labor (e.g., customer service) can increase stress and emotional exhaustion.

Addressing psychosocial risks in the workplace is essential for promoting the mental wellbeing of employees. Employers can take steps to identify and mitigate these risks through measures such as conducting risk assessments, promoting a supportive workplace culture, offering mental health resources and support, and providing training on stress management and coping strategies.

Safe Work Australia released its ‘Model Code of Practice: Managing psychosocial hazards at work’ in November 2022—identifying a range of workplace psychosocial hazards and requiring organisations to be active in preventing psychosocial risk and harm. On 1 April 2023, amended Work Health and Safety Regulations implemented progressively by the states and territories require Australian employers to implement control measures for psychosocial risks.

Each state and territory has produced its own code of practice or legislative amendment in response:

New South Wales has the ‘Code of Practice: Managing psychosocial hazards at work’

Queensland has the ‘Managing the risk of psychosocial hazards at work Code of Practice 2022’

ACT has the ‘Work Health and Safety (Managing Psychosocial Hazards at Work Code of Practice) Approval 2023 (effective 27 Nov 2023)

Western Australia has the ‘Mentally Healthy Workplaces Codes of Practice’

Tasmania has ‘Managing psychosocial hazards at work’

South Australia has the ‘Work Health and Safety (Psychosocial Risks) Amendment Regulations 2023’

Northern Territory has approved the ‘Code of Practice: Managing psychosocial hazards at work’

Victoria has ‘Occupational Health and Safety Amendment (Psychological Health) Regulations’ and it still consulting with a view to amending its legislation.

Alongside these regulatory changes, 2022 amendments to the Sex Discrimination Act 1984 establish a positive duty of care to eliminate sexual harassment and sex discrimination in the workplace. It requires employers to be active in preventing incidents, rather than simply responding post-incident.

Safe Work Australia’s release of the Managing the risk of psychosocial hazards at work Code of Practice 2022 has increased expectations on organisations to be active in preventing psychosocial safety risks. The regulator released this Code—along with amendments to the Work Health and Safety Regulation—as an essential component of regulatory compliance and psychosocial safety governance for organisational leaders. It provides practice guidelines and expectations, and is an additional policy plank to Safe Work’s previously released suite of guidelines for the prevention of workplace bullying, violence and aggression.

The Code of Practice expects organisations to address:

• organisational factors such as poor role clarity; role design; workload pressures; inadequate role reward/recognition and lack of wellbeing support

• experiential factors such as traumatic events or experiences; isolating shift work; remote or demanding shifts or excessive job pressure

• relational factors such as poor workplace relationships; bullying, harassment and disrespectful behaviour; conflict; social, interpersonal and communication stressors.

Psychosocial safety is an important aspect of occupational health and safety because it recognises that a healthy and safe workplace should encompass not only physical safety but also the mental wellbeing of employees. By addressing psychosocial hazards and promoting a culture of psychosocial safety, organisations can enhance employee satisfaction, productivity, performance, retention, workplace health, and overall business performance.

The mental health and wellbeing of your workforce has a direct correlation on your workplace productivity and performance – and is a direct artefact of a positive culture.

While there are numbers of initiatives that can be implemented to strengthen and support staff wellbeing, fostering the quality of the interactions, relationships and communication across your workplace is a vital early intervention and risk prevention measure in supporting workforce mental health and wellbeing.

Remember, creating a mentally healthy workplace is an ongoing process that requires continuous effort and commitment from both employers and employees. While campaigns and initiatives that provide access to mental health supports and initiatives are critical, these need to be supported by an environment of genuine trust and respect, where all staff commit to keeping each other feeling safe through the communication choices they make.

Improving workplace mental health is essential for creating a positive and productive work environment while supporting the well-being of employees.

Here are a range of complementary strategies and initiatives that organisations can implement to enhance workplace mental health:

1. Raise awareness and reduce stigma:

• Conduct mental health awareness campaigns to educate employees about mental health issues and reduce stigma.

• Encourage open and supportive conversations about mental health at work.

2. Provide mental health resources:

• Offer access to mental health resources such as Employee Assistance Programs (EAPs), counseling services, and helplines.

• Include mental health coverage as part of the employee benefits package.

3. Promote work-life balance:

• Encourage employees to maintain a healthy work-life balance by setting clear boundaries between work and personal life.

• Offer flexible work arrangements, such as remote work options or flexible hours.

4. Manage workload and expectations:

• Monitor and manage workloads to prevent excessive stress and burnout.

• Set realistic expectations for job performance and deadlines.

5. Foster a supportive workplace culture:

• Promote a culture of respect, inclusion, and support within the organisation.

• Encourage colleagues to help and support each other.

6. Train managers and supervisors:

• Provide training to managers and supervisors in supportive leadership and recognising signs of mental health issues and how to respond appropriately.

• Ensure that leaders are empathetic and approachable.

1. Job design and reducing psychosocial hazards:

• Assess and address psychosocial hazards in the workplace, such as excessive workload, job insecurity, and lack of control.

• Design jobs to be more engaging and meaningful, allowing employees to use their skills and autonomy effectively.

2. Mental health policies and guidelines:

• Develop and communicate clear mental health policies and guidelines.

• Ensure that employees know how to seek help and support when needed.

3. Regular check-Ins and feedback:

• Conduct regular one-on-one meetings or check-ins between employees and supervisors to discuss workload, progress, and well-being.

• Encourage feedback on the work environment and job satisfaction.

4. Promote physical health:

• Encourage physical activity and healthy eating through wellness programs.

• Provide ergonomic workstations to reduce physical stress.

5. Offer stress management workshops:

• Provide workshops or training sessions on stress management, resilience, supporting others and coping strategies.

• Teach mindfulness, empathy and relaxation techniques.

6. Recognise and reward achievements:

• Acknowledge and reward employees for their accomplishments and contributions.

• Celebrate milestones and successes as a team.

7. Flexibility in career development:

• Provide opportunities for career growth and development that allow employees to pursue their interests and aspirations.

8. Monitor and evaluate progress:

• Regularly assess the effectiveness of mental health initiatives through surveys, feedback and metrics.

• Adjust strategies as needed to address evolving needs.

9. Promote self- and others care:

• Encourage employees to prioritise self-care and care for others, and seek help when they need it.

• Provide resources on stress reduction, mindfulness and self-help.

Improving workplace mental health requires a holistic approach that involves all levels of the organisation, from leadership to individual employees. Creating a supportive and mentally healthy workplace—where we have developed a positive environment of trust and mutual respect in the conversations we have at work—benefits not only employees' well-being but also the overall success and productivity of the organisation.

Creating a safe workplace culture is crucial for the wellbeing of employees and the success of an organisation. Such a culture promotes physical and psychological safety, encourages open communication, and fosters trust among team members.

Research tells us that the greater the trust and connectedness we share across our workplace, the more our mental health is safeguarded and able to withstand stressors such as work conditions, timeframe pressures, negative or challenging interactions with customers and or colleagues (Cockshaw and Shochet, 2015). In short, relationships promote resilience.

Through creating a shared workplace language and skill in how we talk to each other, we foster workplaces that continue to keep everyone feeling safe, valued and respected, even in the face of difficult subjects and challenging conversations, workplace change, disagreement or stress. Through this shared language and commitment, we allow all staff to safely and respectfully navigate workplace relationships and confidently address any issues we may have at work.

Breakdown in our workplace relationships—where we feel unheard, devalued, disrespected or unsafe—are often our greatest source of mental health pressure and stress at work, and so, with greater skill-building to restore our work environment to a place of calm and productivity, we are more able to actively and positively self-manage and quickly mitigate these impacts.

Creating a safe workplace culture is an ongoing process that requires commitment, consistency and active involvement from leadership and all employees. By fostering a culture of safety, respect and open communication, organisations can improve employee satisfaction, productivity and overall success.

Here are steps you can take to create a safe workplace culture:

1. Lead by Example:

• Leaders and managers should model the behaviour they expect from employees. Demonstrate respect, empathy, and ethical conduct in all interactions.

2. Establish Clear Values and Expectations:

• Define the organization's values and principles related to safety, respect, and inclusion. Communicate these values clearly to all employees.

3. Develop and Communicate Policies:

• Create comprehensive and claer policies that address workplace safety, anti-harassment, anti-discrimination, and workplace communication behaviour.

• Ensure that employees are aware of these policies, know where to access them, are educated in how to use and practise them, and understand the consequences of violating them.

4. Provide Training and Education:

• Offer regular education and training on safe workplace behaviour, diversity and inclusion, conflict resolution, and other relevant topics.

• Include diversity, equity, and inclusion (DEI) training to promote a culture of respect, kindness and equality.

5. Encourage Reporting and Whistleblowing:

• Establish clear channels for employees to report safety concerns, harassment, discrimination, or unethical behaviour.

• Ensure that employees feel safe and protected when reporting issues, and maintain confidentiality as appropriate.

6. Address Issues Promptly:

• Investigate and address reports of misconduct or safety concerns promptly and impartially.

• Take appropriate actions to rectify situations and prevent recurrence.

7. Promote Inclusivity and Diversity:

• Celebrate diversity and create an inclusive environment where everyone feels valued and included, regardless of their background, identity, or characteristics.

• Foster a culture where differences are recognized as strengths.

8. Encourage Open Communication:

• Create opportunities for employees to express their concerns, ideas, and feedback.

• Develop a culture of open dialogue where employees feel safe discussing both positive and negative aspects of their work environment.

9. Provide Support Systems:

• Offer mental health support, employee assistance, and resources for employees dealing with personal or work-related challenges.

• Encourage employees to seek help when needed.

10. Celebrate Achievements and Recognise Contributions:

• Recognise and reward employees for their accomplishments and contributions to the organization.

• Acknowledge teamwork and individual efforts that contribute to a safe and positive workplace culture.

11. Regularly Evaluate and Improve:

• Continuously assess the workplace culture through surveys, feedback mechanisms, and employee engagement surveys.

• Use the feedback to make improvements and adjust policies or practices as needed.

12. Promote Work-Life Balance:

• Encourage employees to maintain a healthy work-life balance by respecting their time off and personal boundaries.

• Offer flexible work arrangements when feasible.

13. Emphasize Safety Protocols:

• Ensure that all employees are trained in safety procedures and follow them consistently, whether in a physical or remote work environment.

14. Zero Tolerance for Bullying and Harassment:

• Enforce a strict zero-tolerance policy for bullying, harassment, and discrimination.

• Take swift and appropriate action against perpetrators.

15. Lead Regular Safety Meetings:

• Conduct regular safety meetings or huddles to discuss safety concerns and updates.

• Encourage employees to voice their social or safety-related questions or concerns.

Workplace bullying is repeated and persistent negative behaviours or actions directed towards an individual or group by one or more people in a workplace setting. These actions are intended to harm, intimidate or undermine the targeted individuals and can cause serious psychological, emotional, and physical effects.

Key characteristics of workplace bullying include:

1. Repetition: Workplace bullying typically involves ongoing and repetitive behaviours or actions, rather than isolated incidents. It's not just a one-time occurrence but a sustained pattern of mistreatment.

2. Intent to harm: Bullies engage in these behaviours with the intention of causing their recipient to feel inferior and inadequate. Their actions are not accidental.

3. Over and covert behaviours: Workplace bullying can manifest in various forms, including verbal abuse, mockery, exclusion or social isolation, spreading rumours or gossip, withholding information, undermining the target’s work, excessive criticism, violation of physical boundaries, and belittling comments.

Bullying can also comprise subtle uncivil behaviours in a pattern such as condescending comments, speaking over the top of others, ignoring comments and greetings, and non-verbal behaviours that are patronising, dismissive, unkind or withhold social acceptance.

Examples of workplace bullying include:

• Verbal abuse, insults, name-calling or offensive comments

• Social exclusion or isolation—such as repeatedly excluding another from activities or ignoring another’s greetings, comments or presence

• Making mocking or patronising comments

• Targeted incivility such as non-verbal signals of contempt, rejection and disrespect

• Frequently interrupting someone, dominating conversation and making it difficult for others to speak

• Unwanted physical advances or violating physical space

• Undermining the target’s work or efforts

• Spreading rumours or gossip

• Excessive criticism and nitpicking

• Withholding important invitations, information or resources

• Threats or intimidation

Workplace bullying is unwanted targeted, repeated behaviour practised to intimidate another. It involves persistent and harmful behaviour that goes beyond reasonable workplace interactions. It is distinct from performance management, legitimate managerial actions and constructively provided professional feedback.

The World Health Organisation defines psychosocial factors as ‘organisational and social aspects of work that could become psychosocial hazards (or psychosocial risk factors) and finally psychosocial risks’ (WHO, 2010).

The International Labour Organisation identifies that organisations have a responsibility to minimise psychosocial hazards at work such as ‘interactions between and among work environment, job content, work organisation and workers’ capacities, needs, culture (ILO, 1984).

Psychological safety is a state in which individuals feel safe to express themselves and take interpersonal risks in their workplace and social environments. Where psychosocial safety focuses on fostering safety in the organisational environment, psychological safety supports individual employee or group members to participate fully in their team or social setting.

In any organisation, the purpose for which it exists can only be achieved when the people within it know that their suggestions, questions, ideas, concerns, observations or insights will be received with respect, courtesy and consideration.

Effective individual and team performance requires a full and free exchange of information, knowledge and views. When team members experience or sense that their contributions will be met with rudeness, disregard, disinterest or personal rejection, they will often withhold those contributions—to the detriment of business outcomes. Equally, staff mental health and wellbeing can severely deteriorate where individuals repeatedly feel at risk of rejection or exclusion at the hands of others.