The LDN psychosocial safety poll results are in – workload and role clarity need more focus.
When LDN asked our eNews subscribers where workplaces should focus to improve psychosocial safety, nearly two thirds of respondents – 63.6% – nominated workload, resourcing and role clarity. Respectful behaviour and early conflict resolution came in at 9%, managing fatigue at 7%.
Respondants came from construction, professional services, government, manufacturing, transport, agriculture, showing that this is not a problem confined to one industry but about how work is designed, resourced and communicated.
Comments from repondents included:
“There is an expectation that workers go above and beyond every day. This is not sustainable and creates burnout.”
Respondent, construction and infrastructure
“Without clear responsibilities, people often pick up tasks that should sit with another role, especially when staffing levels are too low. This becomes a hidden stressor that usually impacts performance or increases turnover.”
Respondent, professional services
Workload, resourcing and role clarity are closely connected to high job demands. Workload affects how much work people are expected to do, while resourcing affects whether they have enough people, time, tools and support to do it safely.
Role clarity also matters because unclear responsibilities can quietly increase workload. When people are unsure who owns a task, what decisions they can make, or which priorities come first, work can duplicate, drift or land on the shoulders of the same people. Over time, that lack of clarity can create pressure, even when the original workload looked manageable on paper.
When these areas are poorly managed, the demands of the job can become excessive, prolonged or unclear, increasing the risk of psychological harm.
High job demands and lack of role clarity are formally recognised psychosocial hazards under Australian WHS regulations. Employers have a legal duty to manage these risks in the same way they manage physical hazards on a worksite.
This does not always mean reducing the workload is the only answer. In some cases, the workload may be reasonable, but people may need more support to prioritise, manage competing tasks, delegate effectively, clarify decision-making authority or understand what matters most. Psychosocial risk management should consider both the design of the work and the capability people need to manage that work safely.
What the national data shows
Safe Work Australia’s claims data does not report causes of mental stress claims by each individual psychosocial hazard. While work pressure is not identical to high job demands or lack of role clarity, it is the national claims category most closely related. Work pressure is the second highest cause of serious mental stress claims nationally, accounting for nearly one in four claims.
Leading causes of serious mental stress claims (2023-24)
| Harassment and workplace bullying | 33.2% |
| Work pressure | 24.2% |
| Exposure to violence and harassment | 15.7% |
Mental health claims cost employers more than four times the compensation cost and four times the time away from work, before you factor in lost productivity, recruitment costs and the knowledge that walks out the door with an experienced person.
Where to start
Addressing workload, resourcing and role clarity starts with an honest look at how work is organised, whether expectations are realistic, and whether people understand their priorities, responsibilities and decision-making boundaries. It also means checking whether people have the skills and support to manage competing demands, plan their time, delegate where appropriate and raise concerns early.
For leaders, HR and safety professionals, these are the questions worth asking as part of a psychosocial risk assessment:
- Are workloads realistic given current resourcing?
- Are roles and responsibilities clearly defined, especially when staffing is tight?
- Do people know which tasks matter most when everything feels urgent?
- Do people need support with prioritising, time management, delegation or managing competing demands?
- Are leaders responding when concerns are raised?
- Are changes planned with the impact on people in mind?
These are simple questions, but they require honest answers. Psychosocial safety is shaped by how work is designed, resourced and communicated. When workloads are unmanageable and responsibilities are unclear, the harm is real – and the data shows it.
Does your organisation need training on proactively identifying, preventing and managing psychosocial hazards in the workplace?
Contact LDN today to learn how our training can help improve wellness at work and help your organisation comply with legislation.
