Let's break down how managers can manage each of the 11 psychosocial hazards in the workplace, along with suggested time commitments.
Managers now have a legal duty to identify, assess, and control psychosocial hazards under new 2025 regulations. This means the strategies you outlined are not just “good practice” but compliance requirements, with regulators expecting documented risk management processes, consultation with workers, and ongoing monitoring.
What Managers Need to Know Under New Legislation
1. Legal Framework
Victoria (Dec 2025): Occupational Health and Safety (Psychological Health) Regulations now explicitly require employers to manage psychosocial hazards like bullying, harassment, high job demands, and exposure to trauma.
NSW (Nov 2025): Workers Compensation reforms tightened definitions of psychological injury and introduced clearer processes for claims.
National (Comcare/Commonwealth): A new Code of Practice on psychosocial hazards (Nov 2024) provides practical guidance for compliance.
Bottom line: Managers must treat psychosocial hazards with the same seriousness as physical hazards.
2. Core Obligations for Managers
Risk Identification: Regularly consult with staff to identify hazards (e.g., workload, poor support, role ambiguity).
Risk Control: Implement measures proportionate to the risk (e.g., workload reviews, conflict resolution training).
Documentation: Keep records of hazard assessments, actions taken, and reviews. Regulators expect evidence of compliance.
Consultation: Engage employees in decision-making about hazard controls.
Review: Periodically evaluate whether controls are effective, especially after incidents or organisational changes.
3. Practical Adjustments to Your Framework
Your strategies remain valid but need to be reframed as compliance actions:
Hazard | Manager Action | Legislative Expectation |
High/Low Job Demands | Workload reviews, fair distribution | Documented risk assessment & control plan |
Low Job Control | Empower decision-making | Evidence of consultation & autonomy measures |
Poor Support | Feedback, training, recognition | Demonstrate systems for support & wellbeing |
Low Role Clarity | Clear job descriptions | Written role clarity & regular review |
Poor Change Mgmt | Transparent communication | Formal change risk assessment & consultation |
Low Reward/Recognition | Recognition programs | Evidence of fair reward structures |
Poor Justice | Fair processes | Transparent grievance handling & documented fairness |
Poor Relationships | Conflict resolution training | Systems to prevent bullying/harassment |
Remote/Isolated Work | Regular check-ins | Risk controls for isolation & communication |
Poor Environment | Ergonomic reviews | Documented safe environment assessments |
Traumatic Events | Counseling & debriefing | Incident response plans & support services |
4. Time Commitment (Now Compliance-Oriented)
Weekly/Bi-weekly check-ins: Not optional—these are part of hazard monitoring.
Monthly/Quarterly reviews: Must be documented as risk control reviews.
Annual updates: Required for role clarity, policies, and hazard registers.
Ad hoc responses: Immediate action required for grievances, traumatic events, or environmental concerns.
Key Takeaway
As of late 2025, managing psychosocial hazards is a legal compliance requirement, not just best practice. Managers must:
Identify hazards proactively (consultation + risk assessments).
Implement and document controls (policies, workload reviews, recognition systems).
Monitor and review regularly (check-ins, audits, feedback loops).
This shifts your role from “supportive leader” to legal duty-holder, with regulators expecting evidence that you are actively preventing psychological harm in the workplace.