The LDN psychosocial safety poll results are in – workload, resourcing and role clarity need more focus.
We look at what the result tells us about job demands, unclear responsibilities and questions leaders should be asking before pressure turns into harm.
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 and infrastructure, professional services, government, manufacturing, transport, agriculture, showing that these are not problems confined to one industry.
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
The issues respondents identified – workload, resourcing and role clarity – are linked to 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.
Workload is connected to high job demands. When people have too much work, unrealistic deadlines, sustained pressure or too much to do with too few resources, the demands of the job can become excessive or prolonged.
Resourcing is connected to poor support. This can include not having enough people, time, tools, supervision or practical support to do the job safely and well.
Role clarity is also a recognised psychosocial hazard in its own right. 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.
Reducing the workload is not 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 and resourcing of the work and the capability people need to manage that work safely.
When these factors are not addressed, everyday work pressure can build over time and become a serious psychosocial risk.
What the national data shows about work pressure
Safe Work Australia reports work pressure as the second highest cause of serious mental stress claims nationally, accounting for 24.2% of claims in 2023-24. This category aligns to the workload, resourcing and role clarity issues respondents described.
The broader cost is significant. Mental stress claims cost employers more than four times the compensation cost and involve more than four times the time away from work, before factoring in lost productivity, recruitment costs and the knowledge that can leave when an experienced person exits.
Where to start
Addressing workload, resourcing and role clarity starts with an honest look at how work is organised and resourced, 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?
- Are there adequate resources to do the job well, including adequate support from supervisors or other workers?
- 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.
