The modern Australian workplace, with hybrid meetings and evolving expectations for all staff, brings along new obligations for managers. Among these is the responsibility to protect employees from psychosocial hazards — a term that can sound daunting to some employers.
While many managers are still navigating day-to-day challenges, they now also face the added responsibility for preventing burnout, detecting microaggressions, proactively preventing bullying and identifying when staff member's quiet demeanour signals a deeper psychological risk.
Welcome to the golden age of duty of care — where a leadership checklist includes lunch breaks, legal liability and low morale.
What exactly is a psychosocial hazard?
Under Australian Workplace Health and Safety (WHS) laws, as reinforced by Safe Work Australia's Model Code of Practice, psychosocial hazards are defined as elements of work that can cause psychological harm. These include:
- high job demands
- poor support or lack of role clarity
- workplace conflict or bullying
- limited autonomy
- unsafe workplace culture
- persistent on-call pressures.
In essence, these are the very challenges often described in job ads as "an ability to thrive in a fast-paced environment."
Employers and managers are now obligated to identify, manage and eliminate or minimise these hazards, just as they would physical risks. While this sounds straightforward in theory, it can be significantly more complex in practice.
Recognising mental health red flags
Most managers are not trained psychologists. Their expertise lies in logistics, meeting delivery targets and coordinating teams. Yet, they are now expected to:
- recognise when workloads shift from challenging to psychologically harmful
- identify when casual banter crosses the line into bullying
- intervene in team dynamics that veer into problematic territory
- balance these responsibilities without offending, overstepping, or underreacting.
Creating psychological safety begins with fostering a supportive workplace culture. However, this can be a tall order for middle managers who are already stretched thin, juggling unfilled roles, organisational restructures and reduced budgets.
When managers themselves are overworked, how can they reasonably be expected to safeguard the mental wellbeing of their teams?
Adding to the challenge is the ambiguity of some obligations. For instance, what constitutes "poor organisational change management"? How does one define "unreasonable pressure"? These terms, while well-intentioned, can feel subjective and open to interpretation. What one person views as an "urgent deadline" might be another's routine Wednesday. This can lead to a sense of compliance driven more by guesswork than clear guidelines.
The core challenge
Introducing legislation that cultivates emotionally intelligent, proactive and mentally present leaders is commendable. However, the reality is that many managers lack the time, support and training necessary to meet these expectations effectively.
Compounding this are the complexities of modern work environments — the right to disconnect, remote work dynamics and a more diverse and vocal workforce. For many, managing people now feels akin to navigating a minefield.
This isn't resistance to change; it's fatigue. Compassion fatigue. Compliance fatigue. Even Microsoft Teams fatigue. The cumulative effect of these pressures can make the task of managing psychosocial risks feel overwhelming and unattainable for some organisations.
Practical steps for managers
Despite the challenges, there are actionable steps managers can take to address psychosocial hazards effectively:
- Integrate into existing processes: Incorporate psychosocial checks into regular activities like one-on-one meetings, project planning and pulse surveys. Normalising these discussions can make them feel less like an added burden.
- Monitor workload as a health metric: Even high performers are susceptible to burnout. Pay attention to early warning signs before they escalate into larger issues.
- Provide targeted training: Offer practical, bite-sized training for leaders that focuses on actionable strategies rather than legal jargon. Equip them to recognise and address signs of employee distress.
- Encourage open communication: Create an environment where employees feel safe to raise concerns. Ensure that issues are acknowledged and addressed thoughtfully.
- Support your managers: Managers should lead by example, addressing their own psychological hazards and seeking support when needed.
Taking an intentional approach to workplace wellbeing
Managing psychosocial risks isn't about creating a bubble-wrapped workplace. It's about designing work environments that are sustainable, treating employees with empathy and recognising that resilience is not an infinite resource.
While the task is neither simple nor easy, it is becoming an essential component of the modern workplace. To succeed, managers will require more robust support and training than is currently available.
So, the next time someone advises you to "be mindful of psychosocial risks," take a moment to pause, reflect and start with your own team. Remember, workplace wellbeing doesn't need to be perfect. But it does need to be intentional.
Whether you're looking to audit your existing practices or empower your leaders, partnering with Gallagher is a great step forward in creating a safer workplace for all your people.
