Health and safety guide for psychosocial hazards

The following framework has been developed to help members of the health and safety committee (HSC) identify and address psychosocial hazards that may be negatively impacting workers and determine if controls are adequate.

Psychosocial hazards are social, behavioural, or psychological conditions within the work environment, or the work we do, that have the potential to negatively affect our psychological and physical health (Government of British Columbia, 2025).

Some of the psychosocial hazards included align with the International Standards Organization (ISO) 45003:2021 Occupational Health and Safety Management — Psychological Health and Safety at Work. ISO 45003 lists 20 hazards, but there certainly could be more, especially in workplaces that have exposure to the public, dangerous situations, or traumatic incidents. 

The list of psychosocial hazards below is not exhaustive, and they’re not listed in order of importance. This list has been developed to assist you in protecting workers from psychosocial hazards.

There will be psychosocial hazards impacting workers that are unique to the organization or the role of workers within the organization that are not included in the list below. It’s important to create opportunities and avenues for workers to share workplace challenges and struggles so the HSC can identify psychosocial hazards that haven’t been listed, but may cause workers harm. 

A framework for addressing psychosocial hazards

The following are examples of psychosocial hazards, why they matter, what you might notice if the hazard is present, questions you might ask as an HSC member, potential recommendations to make to the employer and approaches for follow up.

These examples are meant to help the HSC develop their own framework to identify and articulate psychosocial hazards and make recommendations to help the HSC.

Bullying / Harassment 

Impact on workers 

Perceived bullying or harassment in a work environment can increase the risk of physical and psychological harm. It can also increase conflict, absenteeism, workers’ compensation claims, and turnover, and may put the organization and its leaders and supervisors at legal risk. 

What the HSC may see, hear or experience that indicates a risk is present:

• Workers displaying harmful or aggressive behaviours or language that is meant to intimidate or isolate others.  
• Incidents of aggression or threats at work or outside of it.  
• Workers refusing to work with team members to isolate them. 
• Team members avoiding certain other workers or feeling uncomfortable around them because of harmful behaviours they’ve displayed.
• An increase in absenteeism or workers’ compensation claims related to psychological stress, grievances, or turnover.
• Increase in formal complaints of bullying or harassment at work. 

Questions to help the HSC identify hazards:

• Are the organization’s policies and training program for workplace harassment and bullying in compliance with applicable legal requirements?
• Is the organization offering awareness campaigns? Do they reinforce zero tolerance and outline consequences of bullying, harassment, discrimination, and harm?
• Does leadership model inclusive behaviours at work and reinforce policies against bullying, harassment, discrimination, and harm? 
• Have workers been trained to intervene safely if they are a bystander witness to bullying, harassment, discrimination, or harm?
• Do all workers know what the reporting process is for bullying, harassment, discrimination, or harm and do they trust this process?  
• Are there complaints being filed or information reported in worker survey data?
• Are complaints, investigations, and outcomes tracked for trends?

Potential recommendations to the employer:

• Review applicable legal requirements including your jurisdiction’s OHS, workers’ compensation and Human Rights to understand where gaps may lie in your organization’s policies and processes. 
• Review and update any policies on bullying and harassment. Communicate the policy with all workers, and highlight what the consequences are if they do not follow it. 
• Deliver mandatory training for all workers on preventing and addressing bullying, harassment, discrimination, and harm at work. Include guides on how to respectfully and safely intervene if you’re a bystander. The Psychologically safe interactions workshop can assist with this.
• Embed behaviour expectations into performance evaluations.
• Track complaints, investigations, and outcomes, and any recurring issues that are perceived as bullying, harassment, discrimination, or harm.

Follow-up:

Employer to share actions being taken to prevent and address bullying, harassment, discrimination, and harm at work, how they will measure and evaluate these actions, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Civility and respect

Impact on workers 

When workers feel respected, they’re less likely to experience stress, burnout and conflict. It helps to build trust and collaboration which can contribute to better outcomes. When workers engage in behaviour that’s perceived as uncivil or disrespectful without consequences, organizations risk increased conflict, low morale and high turnover. 

What the HSC may see, hear or experience that indicates a risk is present:

• Workers displaying harmful or aggressive behaviours like sarcasm, interrupting, eyerolling, yelling, or physical intimidation. 
• Workers sharing harmful gossip about a team member. 
• Workers excluding team members to isolate them. 
• Team members avoiding or feeling uncomfortable around certain workers.
• An increase in absenteeism, grievances, or turnover.

Questions to help the HSC identify hazards:

• Are all workers aware of the organization’s policies related respectful behaviour and the consequences of not following those policies?
• Have all workers been trained on engaging in supportive conversations and ways to address conflict in a respectful and constructive manner?
• Are all workers aware of who they can speak to if they need support navigating a conflict with a co-worker or third-party?
• Has the organization included questions in their annual worker survey about civil working relationships? 

Potential recommendations to the employer:

• Have each supervisor work with their team to create guidelines for how the team agrees to engage with one another to prevent uncivil and disrespectful behaviour.
• Review and update any policies that guide behaviours at work. Communicate it with all workers, and highlight what the consequences are if they do not follow the policy.
• Have all workers complete training that builds skills around supportive conversation. You can use Psychologically safe interactions to help.
• Have all workers complete an annual survey like Psychologically safe team assessment to better understand each worker’s experience. 

Follow-Up:

Employer to share actions being taken to prevent and address uncivil and disrespectful behaviour at work, how they will measure and evaluate these actions, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Job control or autonomy

Impact on workers 

Workers who have a say in how they perform their job and clearly understand when they can make decisions and when they should seek out support from a supervisor often feel empowered and confident in their role. When leadership ask workers to share feedback on decisions that may impact their work, they let workers know their input is valued, increasing worker engagement and commitment. 

What the HSC may see, hear or experience that indicates a risk is present:

• A disengaged workforce who feels they have no voice or aren’t considered in decision making.
• Workers who are consistently having to pause their work to seek supervisor input before being able to move forward.
• High worker turnover.
• A lack of innovation or evolution in how work is done, and an “It’s just how we’ve always done things” mentality. 

Questions to help the HSC identify hazards:

• Do workers have input on how they complete their assigned tasks and responsibilities?
• Are workers empowered to make decisions at work that support their success?
• Are workers give an opportunity to share input on decisions that will affect their work?
• Are workers given opportunities to share insights into how work can be done better?

Potential recommendations to the employer:

• Have supervisors document where workers can make decisions, and share that information with their teams.
• Use these microlearning modules to help supervisors when engaging workers in decision-making that impacts their work and in helping workers to feel empowered to make decisions.
• Use the On the agenda workshop series to capture workers’ ideas for innovation, consider how they can be put into action, and share appreciation and recognition for worker insights. 

Follow-up:

Employer to share actions being taken to address this hazard and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Job insecurity and precarious work / Career development 

Impact on workers 

Although no workplace can guarantee job security, some environments, such as gig or precarious work, can present higher levels of psychosocial risk. Job insecurity can cause workers to experience fear, stress, and uncertainty. Workers may not feel safe speaking up at work. Related to this is a lack of career development opportunities. Employers that don’t invest in worker training and development risk reduced production, errors or mistakes, and turnover due to a lack of opportunity. 

What the HSC may see, hear or experience that indicates a risk is present:

• Incidents and errors occurring because workers don’t feel safe speaking up.
• Fear of layoffs or job loss due to technology, software, process or equipment changes and lack of skill development.
• Training and development opportunities are only available to some workers.
• Turnover data trends.

Questions to help the HSC identify hazards:

• Are workers given time to discuss career goals with their supervisor?
• Do all workers, including temporary, casual and gig workers, have training and development opportunities to support them in their current role and future career goals?
• Are key stakeholders, impacted workers, union representatives or the HSC given opportunities to speak with decision-makers about the psychosocial hazards or negative impacts that contract or job changes may have on workers?
• Has leadership shared upcoming job or contract changes with impacted workers, as well as how those changes will be communicated?
• Do impacted workers have opportunities to ask questions about upcoming job or contract changes with their supervisor?
• Is information about layoffs or staffing changes shared transparently?
• What support is offered for impacted workers who may experience layoffs or staffing changes?

Potential recommendations to the employer:

• Ensure key stakeholders, impacted workers, or the HSC are able to share input on potential contract or job changes that could impact workers.
• If layoffs or job reassignments are necessary, use Termination and layoff planning to ensure workers are supported through the process.
• Communicate employment and restructuring decisions clearly and early, and give workers the opportunity to ask their supervisors follow-up questions.
• Ensure access to training and development opportunities are equitable and information for learning is shared consistently with workers.
• Embed discussions about career goals into annual worker reviews.

Follow-up:

Employer to share actions being taken to reduce and prevent this psychosocial hazard, how they will manage the communications and planning moving forward, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Leadership/Supervision 

Impact on workers 

When workers perceive leadership and supervision to be supportive, fair, and just, there is trust and safety within the team. When leadership is not supportive, it can create conflict, worry, and frustration within teams. 

What the HSC may see, hear or experience that indicates a risk is present:

• Workers are shamed, blamed, and criticized by leaders, supervisors, or others for making mistakes, and they fear making mistakes in the future.
• Worker survey or engagement results show a lack of trust, fairness, or safety associated with leadership.
• Leaders or supervisors don’t make themselves available to speak with workers or are dismissive of worker concerns when brought forward.
• Organizational policies, processes, rules or discipline aren’t applied consistently between workers.
• There is consistent turnover under specific leaders or supervisors.

Questions to help the HSC identify hazards:

• Do leaders and supervisors support workers exploring solutions when a mistake or error has been made, and show appreciation for sharing with them?
• Do leaders and supervisors apply policies, processes, rules, and discipline consistently with all workers?
• Are workers encouraged to raise concerns, and do they feel supported by leadership when they do?
• Do leaders and supervisors complete training and coaching on psychologically safe people-management?
• Is leadership evaluated on modelling respectful behaviour?
• Are workers aware of escalation routes if there is an issue with their supervisor? Can they locate this information easily?

Potential recommendations to the employer:

• Provide consistent leadership training for all leaders and supervisors, appropriate for their level of leadership, and ensure they apply it. Review these Assessments, tools, and workshops and see what may apply to your leadership.
• Provide effective just-in-time resources like those in Approaches for people leaders.
• Use the Psychologically safe leader assessment to identify development needs.
• Ensure workers complete annual surveys that include assessments of their leaders and supervisors. Monitor the results, share them with leadership, offer training and action planning to support skills growth, and evaluate leadership to ensure it’s being practiced.

Follow-up:

Employer to share actions being taken to foster supportive leadership and supervision, how they will measure and evaluate leadership, and the results of these actions being implemented or inform the HSC of the time needed to implement these changes.

Organizational and workgroup culture

Impact on workers 

Positive organizational culture helps to ensure workers have a voice and feel supported at work, especially when they are dealing with personal, physical, or mental health challenges. 

What the HSC may see, hear or experience that indicates a risk is present:

• Workers feel that their voices and experiences aren’t valued or considered at work.
• Workers hesitate to speak up about concerns and risks at work because they’re afraid of retaliation.
• Individuals appointed to leadership roles lack the skills necessary to lead people in a psychologically healthy and safe way.
• Workers say they struggle in silence with personal, mental, and physical health challenges due to fear of being judged or penalized.
• Workers who have been off work due to mental or physical health challenges return without sufficient support and accommodations.
• Disengaged workers and increased rates of absenteeism and turnover.
• Low utilization of worker supports like Employee Assistance Programs (EAPs). 

Questions to help the HSC identify hazards:

• Are workers engaged in conversations about changes that may impact them at work?
• Do workers feel comfortable bringing concerns forward to leadership? Is there a process for them to do this anonymously?
• Are candidates for leadership roles assessed on critical communication skills?
• Do supervisors consistently speak to their team about the supports available to workers who may be struggling at work?
• Is there a process in place to support workers returning to work after a leave?
• Are all workers aware of and know how to access workplace resources available to them? 

Potential recommendations to the employer:

• Review and adjust organizational values to ensure they reflect a psychologically healthy and safe culture.
• Train existing and new leaders in supportive communication, active listening, inclusive decision-making, and accommodation processes.
• Review and update your organization’s accommodation process to ensure there is support for workers during leave and after returning to work.
• Create a resource document for all workers that shares contact information for workplace and community supports so workers can access help easily. 

Follow-up:

Employer to share actions being taken to improve organizational culture and worker support, how they will manage the change process moving forward to incorporate worker voices, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Organizational change management 

Impact on workers 

Change is inevitable, but can be difficult for workers, especially when the reasons for change aren’t explained and workers aren’t informed of how the change may impact their work. Changes could include organizational restructuring, new leadership approaches, revised processes, role changes, new equipment or technology or relocated workspaces. 

When not handled properly, change can create confusion, fear, and worry. These feelings can lead to workers being distracted, overwhelmed, and frustrated. 

What the HSC may see, hear or experience that indicates a risk is present:

• Workers aren’t notified of changes in a timely manner and feel blind-sided or betrayed when they’re announced.
• Workers aren’t given the opportunity to share input on potential changes that may affect their work.
• Workers are expressing that they are confused, afraid, and stressed about the change, or it’s reducing worker morale.
• Leadership is noticing an increase in worker absences or turnover after the change is announced or implemented.

Questions to help the HSC identify hazards: 

• Were workers, key stakeholders, or the HSC asked to share input during the decision-making process, before changes are implemented?
• Did leadership speak with workers to share reasons, impacts, and timelines for the change? 
• Did leadership provide supervisors with what they needed to prepare them to meet with and support their teams
• Did supervisors meet with their teams to address any concerns and answer follow-up questions?
• During planning, did decision-makers consider psychosocial risks that can come with the change?
• Did decision-makers factor in any additional training or resources workers would require due to the change?
• Have any challenges and lessons that have come with this change and past changes been captured so they can be considered when making future changes? 

Potential recommendations to the employer:

• Review Helping employees to manage change before making changes to ensure actions that support the psychological health and safety of workers are embedded throughout the process.
• Ensure there are opportunities for key stakeholders, impacted workers, and the HSC to share input on the change and how to support workers when announcing, and after implementing, the change.
• During the planning process, review the psychosocial hazards and identify if the change could create risk for workers. Eliminate the hazards or come up with actions to mitigate the risk of hazards that cannot be eliminated. Integrate these elements into a formal process for managing change.
• Be clear with supervisors about what they can share and how they can respond to worker questions to help reduce unnecessary worry, fear, and stress. 

Follow-up:

Employer to share actions being taken to reduce the negative impact change can have on workers, how they will manage the change process moving forward to incorporate worker voices, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Recognition and reward 

Impact on workers 

Showing appreciation for both the outcomes and effort that workers put into their work can increase worker effort, engagement, and commitment. 

What the HSC may see, hear or experience that indicates a risk is present:

• Workers only hear from their supervisor and leadership when feedback is negative.
• Workers are only recognized when there are positive outcomes.
• Workers feel their effort isn’t recognized or appreciated.
• Workers feel their pay or promotion opportunities are unfair. 

Questions to help the HSC identify hazards:

• How often do workers receive positive feedback and appreciation for the outcomes of their work as well as the effort they put into it?
• Are recognition, reward and promotion processes perceived as transparent and equitable?
• Do workers feel their work is fairly rewarded and recognized?
• Do workers feel their pay accurately reflects their skills and the effort and impact of their work?

Potential recommendations to the employer:

• Embed regular feedback practices into the year, including annual performance assessments and monthly check-ins.
• Use a tool like the Recognition preferences form I PDF to understand how workers would prefer to be recognized.
• Train leadership on how to share meaningful feedback that highlights strengths and opportunities for growth.
• Review and update recognition, reward and promotion processes to ensure they’re transparent and equitable, and share them with workers. 

Follow-up:

Employer to share actions being taken to improve recognition and reward and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Remote or isolated work

Impact on workers 

It’s critical for organizations and leadership to be consistently connecting with remote or isolated workers. Connection helps to prevent isolation, loneliness, and anxious feelings that can come with working alone. It also ensures that a remote or isolated worker is able to get support during emergencies. 

What the HSC may see, hear or experience that indicates a risk is present:

• There is no scheduled team interaction or check in with the isolated or remote worker’s supervisor.
• Remote or isolated workers report feeling disconnected, lonely, or anxious.
• Supervisors are missing scheduled check-ins with remote or isolated workers, or their responses to worker questions are often delayed, making the worker’s job difficult.
• Isolated or remote workers are unaware of ways to contact immediate supports including organizational leadership, their benefit providers, or emergency mental health support.
• Limited opportunities for interactions outside of the workplace for rotational or fly-in and fly-out workers.

Questions to help the HSC identify hazards:

• Does the organization have a written program to protect the health and safety of remote and isolated workers?
• Do isolated and remote workers have consistent opportunities to connect with their team and supervisor?
• Are there mandatory check-ins in place for remote and isolated workers, and are they documented?
• Are the documented check-ins reviewed by an objective party to ensure they are occurring?
• Do isolated and remote workers feel included in work communication and recognition?
• Do all remote and isolated workers know critical emergency contact information and procedures in case of a physical or mental emergency? Do they have the equipment needed to call and properly respond? 

Potential recommendations to the employer:

• Review, update, and re-communicate your organization’s Isolated and Remote Work program and procedures.
• Provide appropriate training and resources to isolated and remote workers so they know what to do in the event of an emergency.
• Ensure adequate Wi-Fi or other options for connectivity to allow remote workers living in camp environments to stay in touch with loved ones.
• Offer flexible leave options for remote workers, in the event a family emergency arises.
• Create a calendar of social connection opportunities and share it with remote and isolated workers, including information on how to join.
• Ensure isolated and remote workers are recognized not just for their work outcomes, but for their effort as well.
• Create and share a Working Alone or Remotely Policy with required check-ins between workers and supervisors.
• Provide isolated and remote workers with updated contact information for all supports, including those for physical or mental health emergencies.

Follow-up:

Employer to share actions being taken to support isolated and remote workers, how they will measure and evaluate these actions, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Roles and expectations

Impact on workers 

Having clear roles and job expectations prevents workers from becoming confused, frustrated, and overwhelmed at work. Clear roles and job expectations also ensure there is no duplication of work and that job tasks and responsibilities are more likely to be done successfully the first time. 

What the HSC may see, hear or experience that indicates a risk is present:

• Workers are unsure of who’s responsible for what at work.
• Workers don’t know who they should report to.
• Workers are duplicating or missing tasks and responsibilities.
• Direction given to workers is unclear, or conflicts with the directions another direct supervisor has given them.
• Worker job descriptions are outdated or lack updated information that applies to the role.
• Workers have stated, “No one told me,” “That’s not my responsibility,” or “That’s not what my supervisor said.”
• Conflict or arguments happen between team members when completing tasks or assigning tasks. 

Questions to help the HSC identify hazards:

• Are new workers given clear instructions about their role, tasks, and who to contact with questions as part of their orientation?
• Are job descriptions reviewed annually and adjusted to align with current job expectations and demands?
• Do workers know who they report to and who to direct questions to about tasks and responsibilities?
• Are workers given opportunities to ask their supervisor clarifying questions about assigned tasks and responsibilities?
• Are temporary workers given clear direction on what’s expected of them to be successful at work and who to report to?

Potential recommendations to the employer: 

• Review the new worker orientation program and ensure it includes clear instructions on roles, expectations, and who to contact with questions.
• Review and communicate the organizational chart to clearly outline who reports to whom, departmental connections, communication paths, and authority levels.
• Review and update all job descriptions and who the worker reports to.
• Use the Task improvement process | PDF to confirm with workers their assigned tasks and responsibilities, and make sure they clearly understand what success looks like for each.
• Provide supervisors with a template they can use to have 5-10-minute One-on-one check-ins | PDF with team members bi-weekly to ensure the worker has what they need to be successful at work. 

Follow-up: 

Employer to share actions being taken to address this hazard and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes. 

Violence at work (Harm)

Impact on workers 

Jobs that require workers to manage potentially threatening situations or exposure to traumatic events require additional prevention and support. Exposure to violent or traumatic events at work can lead to anxiety or fear that can make it difficult to feel safe at work. Post-traumatic stress symptoms such as nightmares or flashbacks, depression and low mood and physical health issues such as headaches or sleep trouble can occur. There’s also a higher risk of burnout, absenteeism and turnover.

What the HSC may see, hear or experience that indicates a risk is present:

• Incidents of perceived aggression or threats from people who interact with workers.  These could be external, like customers, clients, patients, prisoners, members of the public, contractors, or suppliers. Or the threats could be internal, like coworkers, supervisors, or leaders.
• Workers experiencing distress after being involved in or witnessing violent or traumatic events.
• Workers not having the opportunity to debrief safely, or getting to follow up with leadership or someone they trust, after being exposed to a violent or traumatic event

Questions to help the HSC identify hazards:

• Does the organization have an effective policy and procedures to protect workers from violence?
• How often do workers face harmful or aggressive behaviour?
• How often do workers experience or witness traumatic events?
• Are these events safely and promptly debriefed with any worker involved?
• Are physical and psychological impacts of violence and traumatic events documented and addressed?
• Are workers trained in trauma response?
• Do all workers know critical emergency contact information in case of a physical or mental emergency after a distressing event?

Potential recommendations to the employer:

• Review Violence prevention for information on policies, training, and educating workers.
• Review Trauma in organizations to understand how to respond to traumatic incidences at work. Planning ahead can help reduce negative mental health effects for those experiencing trauma at work.
• Review and update the organization’s workplace violence prevention policy and include what to do when facing aggression.
• Create or update the organization’s polices and responses related to violent or traumatic incidents at work. Include emergency contact information to support workers experiencing physical or mental emergencies.
• Ensure workers have immediate access to an Employee Assistance Program (EAP) and peer-support debriefing following a violent or traumatic event.
• Train workers in de-escalation, trauma-informed care, and post-incident support.

Follow-up:

Employer to share actions being taken to support workers exposed to violent or traumatic events, how they will measure and evaluate these actions, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Work environment, equipment and hazardous tasks

Impact on workers 

When work conditions and necessary equipment to get the job done safely and successfully are provided, workers are able to focus their attention on their assigned tasks and responsibilities. An adequate work environment helps to reduce worker frustrations and prevent injuries and exposures at work.

What the HSC may see, hear or experience that indicates a risk is present: 

• Workers complaining about persistent or loud noise, poor lighting, or uncomfortable temperatures.
• Workers wearing headphones to reduce noise or relocating to avoid distractions.
• Workers making complaints about being uncomfortable or in pain at work.
• Maintenance issues going unresolved for extended periods of time.
• Workers managing frequent equipment breakdowns, or using outdated tools, technology, and personal protective equipment (PPE).
• Higher injury frequency rates.
• Limited evidence of risk assessments or hazardous task procedures.

Questions to help the HSC identify hazards:

• Do work conditions make concentration difficult?
• Does the organization conduct air, noise, or lighting assessments when needed? Do competent individuals perform these assessments?
• Are complaints about worker comfort or pain tracked and addressed?
• How often are tool, equipment, technology, and PPE failures reported, logged, and corrected?
• How frequently are risk assessments conducted?
• Are hazardous task template procedures available and used appropriately?

Potential recommendations to the employer:

• Review and ensure compliance with applicable legal and organizational requirements related to physical work environment, equipment and control of hazards related to the tasks.  
• Have a competent person, such as a health and safety professional or industrial hygienist, conduct a work-environment assessment.
• Encourage reporting of injuries, incidents and other safety concerns. Investigate the reports promptly and implement effective controls.
• Create a reporting system for faulty or inadequate tools, equipment, technology, and PPE. Share estimations for when workers can expect the issue to be addressed.
• Conduct regular equipment audits, and report findings and actions being taken.

Follow-up:

Employer to share actions being taken to address poor physical work environment, equipment, and hazardous tasks, how they will measure and evaluate these actions, and the results of these actions being implemented, or inform the HSC of the time needed to implement these changes.

Workload and work pace

Impact on workers

Having a manageable workload helps prevent workers from becoming overwhelmed, exhausted or burnt out. When we address workload demands, we decrease the risk of preventable errors, incidents, and costly turnover.  

What the HSC may see, hear or experience that indicates a risk is present:

• Workers regularly skip their entitled breaks or vacation time to meet demands.
• Workers consistently work overtime to complete tasks or meet job demands.
• Workers are less productive and due dates or targets for assigned tasks are regularly missed.
• Workers are visibly fatigued, irritable, or unfocused, or they express feeling exhausted, overwhelmed, frustrated, or excessively worried.
• Data trends indicate there is an increase in worker turnover, the number of errors or mistakes made at work, sick days or mental health days, and short-term disability leaves. These absences can negatively impact staffing and how work is distributed among workers to meet job demands.
• There is an increase in the number of injuries at work.
• Workers have stated that they can’t keep up with job demands or they’re concerned about making errors due to the expected pace of work. 

Questions to help the HSC identify hazards:

• Do workers have the appropriate work environment, equipment, tools, resources and time needed to do their jobs successfully?
• Are workers routinely working overtime or not taking their entitled vacation time?
• Has there been a decrease in productivity or quality of work?
• Do incident reports mention “time pressure,” “excessive demands,” or “rushing”?
• Would workers say schedules change consistently or work priorities are often unpredictable or unclear?
• Do leaders consistently meet with workers to clarify work priorities?
• Does the organization and its leaders engage workers to understand how they can best support their success during busy seasons?
• Does the organization collect data on overtime?
• Does the organization take action to prevent workers from experiencing burnout?
• Do leaders adjust performance targets during worker absences to reflect the time actually worked?

Potential recommendations to the employer:

• Ensure workers’ entitled breaks, vacation time, and sick leave are covered and accessible to them.
• Use the Workload discussion and reflection tool | PDF to support workers who are feeling stressed or exhausted at work, and to check in on how workers are managing work demands.
• Facilitate an effective team discussion about addressing and improving workload management in your workplace.
• Create a confidential way for workers to report workload concerns. Communicate with workers how they can access it, and inform them what next steps look like if they use it.

Follow-up: 

Employer should provide findings from worker interviews and data, actions being taken to address these hazards, and the results of these actions.  

Applicable questions to help prevent and address all psychosocial hazards

These questions are offered as optional discussion prompts that may be helpful to consider during inspections or meetings where appropriate:

• What evidence, including observations, metrics, and worker feedback, does the organization have that shows the hazard may exist?
• Have worker surveys or exit interviews been reviewed to identify anything that could be related to a psychosocial hazard?
• How are complaints and corrective actions tracked and reviewed by the HSC?
• How are psychosocial hazards formally included in the workplace risk-assessment process?
• Do all workers understand their right to refuse unsafe psychological conditions?

Additional potential wording for your formal recommendations

The HSC acknowledges psychosocial hazards as legitimate occupational risks requiring systematic control.

The Committee requests management’s written response to each recommendation, including action owners and completion dates, before the next regular HSC meeting.

Share this page with a health and safety committee member who is working to reduce the impact of psychosocial hazards at work.