WHAT WE’VE LEARNED FROM PSYCHOSOCIAL RISK CAPABILITY UPLIFTS
On 1 December 2025, new psychological health regulations will come into effect in Victoria. As the last state or territory to adopt psychosocial regulations, this marks a national shift — all Australian workplaces must now prevent and manage psychosocial risks, as far as is reasonably practicable.
We can dream a little that these regs might also inspire safer, healthier, more human workplaces, the kind where people actually want to show up.
Over the past two years, we’ve worked with some large organisations on their psychosocial risk management communications, learning, and leadership programs. One thing we know for sure: when problems emerge, there’s rarely a quick fix.
Because managing psychosocial hazards, from job demands and poor work design to role clarity and interpersonal conflict, isn’t something you can tick off with a checklist or cover in a one-off training module. It takes a systems lens. It takes capability. It takes communication. And most of all, it takes time.
We’ve been lucky to work alongside some progressive organisations already doing this work — and doing it well. So this month, we’re sharing a few things we’ve learned from those collaborations. Not as a blueprint (there isn’t one), but as a little inspiration to mark the milestone of 1 December.
It starts with good work design
This year, we supported one of the Big Four consulting firms to bring their psychosocial risk management program to life. For them, it’s all about sustainable high performance. Grounded in the belief that psychosocial risk management isn’t just about avoiding harm, it’s about creating the kind of work environments where people can thrive.
Their program puts the spotlight on both leadership and individual agency, empowering teams to co-design better work. It’s about building psychological safety and setting realistic expectations by embedding practical frameworks that support stimulation, mastery, autonomy, relationships, and tolerable demands (SMART for short — a clever acronym developed by the equally clever minds at Curtin University).
And in a consultant workforce known for extreme job demands, having the tools and language to design work that balances individual preferences, team needs and organisational goals? That’s a genuine game-changer.
Comms and learning play a critical role
Sometimes, leaders want to do the right thing, but the know-how just isn’t there yet. That’s where communication and learning can really move the dial.
We saw this firsthand in our work with APA Group. As part of their broader psychosocial risk strategy, we helped design a campaign and learning experience called The Tipping Point, focused on helping leaders and workers recognise early signs of burnout, stress and overwhelm.
The program combined:
Real-life stories and relatable visuals
Short-form digital learning with practical micro-skills
Facilitated conversations and tailored leader resources
It’s a great example of how even complex or sensitive topics can be turned into everyday conversations, the kind leaders are already having with their teams.
There’s no blue-collar / white-collar divide
Another thing we’ve learned? Psychosocial risk doesn’t stop at high-risk industries. We’ve worked with plenty of traditionally white-collar sectors facing similar challenges: role overload, competing demands, change fatigue — and a growing need for real human connection.
What unites all this work is a shared understanding that:
Psychosocial risks need to be managed like any other hazard
Tick-box solutions don’t land with authenticity
Leaders at every level need the capability — and the structures — to identify and respond to issues early and effectively
Learning and communication need to be human, relevant and sustained. It’s culture work, not just compliance work.
And it all works better when the language is clear, the resources are accessible, and the work isn’t left to HR to carry alone.
So, what does good look like?
From what we’ve seen, the most effective psychosocial learning, communications and leadership programs have a few things in common:
Clear intent
They’re not vague or theoretical. They spell out specific behaviours, expectations, processes or outcomes. And they connect back to both the risk framework and the real work context.
Human-centred design
They’re shaped around the realities, pressures and language of the people doing the work. That’s what makes them feel authentic and stick.
Leadership stretch (with support)
They don’t just ask leaders to ‘step up’, they actually equip them to do it well. That includes capability-building in areas like:
Emotional intelligence
Difficult conversations
Leading through change
Coaching and connection
Practical, scalable content
They lean into short-form learning, visual tools and communication assets that can be adapted across teams, sites or functions, with just enough wriggle room to localise when needed.
Is this your moment?
Yes, Victoria’s new regulations kick in on 1 December. But this isn’t just about compliance. It’s about care.
Done well, psychosocial risk management creates safer, healthier and more sustainable workplaces, the kind of places people want to join, grow within, and stick around for.
So if you haven’t started yet, now’s a good time to get moving.
And if you have started, maybe this is your nudge to keep going, or try something a little different.
Want to see what others are doing in this space?
We’re always happy to share what we’re learning. No hard sell. Just real-world insight. Let’s chat.
