Psychosocial hazards in the workplace

Systems Leadership · Response Group Insights

Queensland’s Code of Practice for Psychosocial Hazards: A Guide for Organisations

The first legally enforceable code on psychosocial hazards sharpens employers’ obligations. Here is what it covers and what to do.

What Changed

On 1 April 2023 the Queensland Government introduced the first legally enforceable code of practice on psychosocial hazards in the workplace. It defines an employer’s obligations more fully, giving psychosocial health and safety the same structure that physical safety already had.

Managing psychosocial risk is not new, but the code demands a sharper focus from organisations that want to avoid litigation, attract and retain talent, and build a constructive culture.

What Are Psychosocial Hazards?

Psychosocial hazards are anything that can cause psychological harm, such as harm to someone’s mental health, at work. They stem from:

  • the way tasks or jobs are designed, organised, managed and supervised
  • tasks or jobs with inherent psychosocial hazards and risks
  • equipment, working environments or physically hazardous conditions
  • social factors, workplace relationships and interactions

The code applies to any person conducting a business or undertaking (PCBU) in Queensland, who already have a primary duty of care under the Workplace Health and Safety (WHS) Act.

Examples of Hazards

The table lists examples of hazards identified in the code and risk factors employers should consider. It is not exhaustive. Risk of work-related stress is higher when hazards combine, so avoid assessing them in isolation.

HazardExamples
Work demandsTasks or jobs that involve:
  • fast work pace and time pressure
  • excessive or insufficient workload
  • repetitive or monotonous tasks
  • sustained concentration or high mental workload
  • frequent or high emotional labour
  • extended work hours or roster length, many consecutive days worked, shift rotation
  • exposure to emotionally distressing situations (for example, first responders)
Low levels of controlTasks or jobs where:
  • work is machine or computer paced, or tightly prescribed or scripted
  • workers have little say in how they work, or when they take breaks or change tasks
  • workers are not involved in decisions about work that affects them or their clients
Working in isolationTasks or jobs with:
  • limited opportunities for problem sharing and feedback
  • a perception of increased responsibility for decision making
  • limited opportunities for socialisation, or barriers to communication
  • blurring of boundaries between work and home life
Poor supportTasks or jobs where workers have insufficient or inappropriate:
  • support from leadership, supervisors or co-workers
  • information or training to support performance
  • equipment or resources to do the job
Workplace cultureWorkplaces where there is:
  • a leadership practice that tolerates inappropriate or unreasonable behaviour
  • leadership that does not respect diversity, such as ethnicity or sexuality
  • limited or no management accountability for psychosocial hazards and risks
  • a mismatch of leadership style to the nature of the work

What Organisations Need to Do

A PCBU must eliminate or minimise risk as far as is reasonably practicable. Use a structured risk process, as you already do for physical safety:

StepExamples
Identify psychosocial hazards
  • Review internal data such as complaints, absenteeism and turnover rates
  • Gather feedback through conversations, observation, group discussions, anonymous forms and surveys
  • Audit existing mental health policies, procedures, management practices, training programs and job descriptions
Assess the risks
  • Review organisational structure, including lines of reporting and supervisory responsibilities
  • Assess specific job requirements
  • Assess the design and use of the physical workplace, such as break out areas
  • Observe how work tasks are completed
Control the risks
  • Provide leadership and management training
  • Update and communicate policies and processes related to mental health
  • Monitor and review the effectiveness of controls, and improve them where necessary
  • Keep a schedule for maintaining, monitoring and reviewing controls
  • Hold regular discussions at management and WHS meetings
  • Conduct employee surveys

What Happens If Hazards Are Not Managed

  • poor overall business performance
  • higher absenteeism and presenteeism (people attending work while sick and unable to function effectively)
  • more conflict and relationship friction
  • mistakes, accidents and higher injury rates
  • reputational risk
  • poor retention and the costs that come with it
  • litigation, with recent prosecutions of companies and directors over workplace bullying and sexual harassment

Where to Start

Now is the time for Queensland organisations to address these risks and become compliant. It takes time, energy and resources, but the return is worth it: better employee health and wellbeing affects everything from retention to innovation. If you already have a constructive culture supported by productive systems and processes, you are probably doing much of what the code asks.

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Andrew Moore
Andrew Moore

Andrew's passion is developing organisations and the people who lead them. As Chairman of Response, he has applied his facilitation, research and developmental skills across mining, meat processing, manufacturing, banking and energy.

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