Last updated 10 November 2026
They are parts of how work is designed, organised and managed that can affect people’s mental health, such as too much work, unclear roles or bullying. Find them the way you find physical hazards: ask staff, check your figures, then act on the biggest risks first.
Psychosocial hazards usually build up gradually. People cope by working longer hours, keeping quiet or disengaging, so the effects often show only when someone burns out or leaves.
| Area | Examples |
|---|---|
| How work is organised | Too much or too little work, unclear or conflicting roles, little say over how work is done, unpredictable hours, poorly managed change |
| How people treat each other | Little support from managers or colleagues, conflict, bullying, harassment, unfair treatment, lack of recognition |
| Work environment and tasks | Abusive customers, working alone, dangerous or distressing tasks |
What to do
- Ask staff Use a survey such as iWorkHealth, and ask teams what makes their work harder.
- Check figures you already have, such as absence, turnover, overtime, grievances and incidents, team by team.
- Rank the risks by how many people each one affects and how seriously.
- Change the work, not only the person For example, sharing out work differently, clarifying roles or giving teams more say over how work is done.
- Check whether it helped, and review again after any major change.
Good to know
The international standard ISO 45003 sets out how to manage psychosocial risk as part of workplace safety and health. PRISM, our free self-assessment, is aligned with it (see Which survey should we use, and how do we avoid survey fatigue?).
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Kaleidoscope Labs manages the Network and provides some of these courses and workshops for a fee.
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See all questions. This is general guidance, not legal or clinical advice. Can’t find your answer? Email hello@wellbeingchampions.sg.