Non-physical risks and hazards must also be managed in the workplace. The overarching duty also belongs to the PCBU. Amendments to the WHS Act and WHS Regulation were introduced in October 2022.

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Psychosocial hazards examples include workplace bullying and harassment which had formerly been under the jurisdiction of the Fair Work Commission since January 2014. Incidents of "gas lighting" and "quiet quitting" may signal psychosocial hazards exist in the workplace.

 

The New South Wales workplace health and safety Regulator, SafeWork NSW is additionally tasked with overseeing that businesses and organisations implement and adhere to the new requirements to manage psychosocial risks and hazards in the workplace as they would physical WHS risks and hazards, which are not so much "additional duties" but are simply an expansion on duties already stated in the WHS Act and WHS Regulation that are to be complied with in the first place. 

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To complement this, the Code of Practice: Managing Psychosocial Hazards at Work (2022) was published by SafeWork NSW which gives examples of psychological hazards in the workplace and recommendations how to manage psychosocial risks, hazards, and incidents. 

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Information, Training, and Instruction

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Clause 39 of the WHS Regulation 2017 requires that a PCBU must provide information, training and instruction for workers (this includes supervisors, managers, and team leaders) which is suitable and adequate having regard to:

 

1. the nature of the work that they do

2. the nature of the risks associated with the work they do, and

3. the control measures

 

When risks have been managed, it is enforceable that workers follow any and all controls that have been put in place if the risk or hazard was not able to be eliminated entirely. Every worker has this duty to themselves and to others whom they work or interact with while at work.

 

Impact of Psychosocial hazards, risks, and incidents in the workplace

 

 

While it is the right of every employer to ask that people do their jobs and to supervise and performance manage staff as needed, there can be instances where unreasonable behaviour can lead to bullying, harassment and other behaviours which may cause unnecessary mental trauma. This can be from both sides. Just as it is necessary for bullying, harassment, and any examples of psychosocial trauma to be eliminated from the workplace, so it is that persons must not be wrongly accused or victimized because someone or some people have an agenda. This is a sensitive subject and managing psychosocial risks in the workplace must be dealt with very objectively and truthfully.

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The presence of psychosocial hazards and risks at work may lead to  decreased productivity, staff absences (sickness and stress), high staff turnover and general low morale. These have financial costs.

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