Controlling Psychosocial Risks: Plan into Action

💡 Why Controlling Psychosocial Risks Matters

You’ve identified and assessed your psychosocial hazards. The next question is:
What will you do about them?

Under the model WHS laws, every person conducting a business or undertaking (PCBU) must manage the risks of psychosocial hazards in the workplace. That means implementing effective control measures to eliminate or minimise risks so far as is reasonably practicable.

Among many other benefits, when done well, this step:

• Prevents harm before it occurs

• Strengthens psychological safety and trust

• Enhances employee engagement and retention

• Demonstrates WHS compliance and due diligence

This is where insight becomes prevention – and where care becomes compliance.

⚙️ Step 3: Implementing Control Measures

According to Safe Work Australia’s Risk Management Process, Step 3 involves implementing control measures that are targeted, evidence-based, and embedded into daily work practices.

Here’s how to get it right.

1️⃣ Apply the Hierarchy of Controls

The hierarchy of controls helps you choose the most effective ways to address the unique psychosocial hazards that your organisation is exposed to. While it’s traditionally used for physical hazards, the same principle applies here – eliminate or minimise risks at their source.

Elimination (most effective):

• Remove the hazard entirely, e.g., discontinue excessive night shifts, redesign high-job demand roles, or restructure workloads.

Substitution/Engineering/Work Design Controls:

• Redesign tasks or systems to reduce exposure.

• Example: balance caseloads, improve staffing levels, increase employee control over scheduling.

Administrative Controls:

• Use policies, communication protocols, consultation, and supervision to limit exposure.

• Example: implement regular check-ins, job rotation, or conflict-resolution training.

Personal/Behavioural Controls (least effective):

• Offer EAP support, individual and/or team stress-management training, or leadership coaching.

• These are valuable supports, but they should complement — not replace — higher-order controls.

2️⃣ Target Root Causes, Not Symptoms

Many psychosocial risks stem from work design or organisational practices, such as:

• Excessive workload

• Poor role clarity

• Inadequate change management and communication

• Low employee control

Addressing only individual symptoms (e.g., stress workshops) won’t prevent recurrence.

Instead, design controls that tackle systemic causes – such as role redesign, leadership development, and improved communication structures.

3️⃣ Prioritise Based on Your Risk Assessment

Not all risks can be managed at once.
Use your risk register from Part 2 to identify which hazards require immediate action versus those that can be addressed over time.

✅ Create a prioritisation plan:

• High: Requires action within 1–3 months

• Medium: Address within 3–6 months

• Low: Monitor and plan within 12 months

4️⃣ Involve Workers and Leaders

Consultation is not optional – it’s a core WHS requirement and essential for success.

Engage workers to:

• Validate the real-world impact of hazards

• Co-design practical, sustainable solutions

• Increase buy-in and adoption of new measures

Similarly, visible leadership commitment signals that psychosocial safety is a shared organisational value, not just a compliance task.

5️⃣ Monitor and Review as You Go

Although “Review” is formally Step 4, effective control requires ongoing evaluation.
For each control measure, define clear metrics and review intervals, such as:

• Staff surveys or pulse checks

• Absenteeism and turnover data

• EAP usage trends

• Feedback from teams and supervisors

Regularly check:

“Is this control reducing the risk?”
“Are new risks emerging as a result of this change?”

🧩 Example: Psychosocial Hazard Control Measures

🧱 Embedding Controls Into Your Risk Management Plan

To turn your controls into lasting impact:

1. Update your risk register – add controls, responsible persons, and timeframes.

2. Categorise controls according to the hierarchy (eliminate → minimise → support).

3. Document consultation with workers and leaders.

4. Set measurable indicators (e.g., improved workload satisfaction).

5. Integrate with HR and WHS systems so controls become “business as usual.”

6. Communicate progress widely – celebrate changes and improvements.

💬 “Controls only work if people understand and trust them.”
Keep the conversation alive and the process transparent.

🌱 Why This Step Matters

Controlling psychosocial risks is where your organisation delivers on its duty of care – transforming good intentions into safer, healthier, and more productive workplaces.

When control measures are designed well, they:

• Prevent psychosocial harm before it occurs

• Build team trust and psychological safety

• Boost engagement, innovation, and retention

• Strengthen compliance and reputation

✅ Quick Checklist

• Control high-priority hazards first

• Use the hierarchy of controls

• Involve employees and leaders in every stage

• Document actions, timelines, and responsibilities

• Track and review your control measures

• Embed learnings into your wider WHS system

🔄 What’s Next?

Look out for Part 4 – released next Thursday 30th October that concludes our 2-Week Sprint (16th-31st Oct) as part of GMF’s 🏋️Get Psychosocial Safety Fit initiative for ‘National Safe Work Month🧠’…

The final piece to the puzzle will explore how to best Review and Monitor Your Psychosocial Risks and Controls – ensuring your efforts remain effective, measurable, and sustainable.