Psychological Pulse – Edition 3: A happy worker is a safe worker

Identifying Psychosocial Hazards and Mitigating the Risks

On a busy construction site physical hazards often take priority, however equal attention should be paid to mental health and well-being which is equally important but not always obvious. Psychosocial hazards include stress, fatigue and conflict and often  build quietly. Their impact on safety and performance is significant and often go unnoticed until it is too late. Recognising these psychological hazards early is the first step to protecting your crew.

This edition explores how business owners, site managers, and supervisors can recognise, prevent, and respond to psychosocial risks that affect workers’ mental health and overall site performance.

What Are Psychosocial Hazards?

Psychosocial hazards are aspects of work design, organisation, and management that can lead to stress, burnout, and mental health issues. This includes interactions with management, staff, suppliers, consultants and even clients.

In construction, common psychosocial hazards include:

• High job demands (tight deadlines, long hours, physical strain)
• Low job control (limited input into tasks or schedules)
• Poor support (lack of communication or leadership presence)
• Remote or isolated work
• Bullying, harassment, or conflict
• Job insecurity or unstable work conditions
• Exposure to traumatic events or critical incidents

Warning Signs on Site

Business owners, supervisors and managers should watch for signs that psychosocial hazards may be affecting workers:

• Increased absenteeism or presenteeism
• Irritability, withdrawal, or conflict among team members
• Decline in concentration or productivity
• Frequent mistakes or near misses
• Physical complaints (headaches, fatigue, sleep issues)
• Reluctance to speak up or engage

Practical Strategies

Here are six key strategies to help construction leaders and supervisors reduce psychosocial hazards:

1. Manage Workload and Scheduling

• Plan realistic timelines and avoid excessive overtime.
• Rotate tasks to reduce physical and mental strain.
• Allow input from workers when planning rosters or shifts.

2. Improve Communication and Support

• Maintain regular check-ins with crews.
• Ensure supervisors are visible, approachable, and responsive.
• Use toolbox talks to discuss wellbeing—not just physical safety.

3. Foster Respectful Site Culture

• Set clear expectations for respectful behaviour.
• Address bullying or exclusion immediately.
• Promote teamwork and peer support.

4. Provide Mental Health Resources

• Display contact details for support services like MATES in Construction.
• Offer access to EAPs or counselling services.
• Encourage use of wellbeing apps or helplines.

5. Train Supervisors in Psychosocial Awareness

• Provide training on recognising and responding to mental health concerns.
• Equip supervisors with tools for supportive conversations.
• Encourage self-care and stress management for leaders too.

6. Respond to Incidents with Care

• After critical events (e.g. injuries, fatalities), offer debriefing and support.
• Avoid blame and focus on recovery and learning.
• Monitor long-term impacts on affected workers.

Empathetic Leadership: Strengthening Resilience Through Compassion

In construction, leadership is often associated with strength and control, but empathy and emotional intelligence are just as vital. Empathetic leadership means recognising when someone is struggling, listening without judgment, and responding with care. On site, this can transform how teams communicate, collaborate, and cope with pressure.

Leaders who show compassion help buffer the stress of tight deadlines, physical fatigue, and high-risk tasks. They build trust, reduce stigma around mental health, and encourage early help-seeking. Emotional intelligence also helps leaders manage their own stress and lead with clarity under pressure.

For supervisors, empathy is especially powerful. You’re the daily touchpoint for your crew. When you lead with care, whether through a simple check-in, a calm response to conflict, or a willingness to listen, you create a culture of safety and support. This strengthens team resilience and improves overall site performance.

What Does Hazard Management Look Like in Action?

Picture a large infrastructure project in regional NSW during a particularly demanding phase. A supervisor begins to notice signs of fatigue and rising tension within the crew.

In this scenario, the supervisor could respond by adjusting rosters to allow more rest, introducing weekly wellbeing toolbox talks, and arranging for a mental health consultant to visit the site.

The likely outcome? Improved morale, fewer incidents, and stronger team cohesion, showing how small and proactive steps can make a big difference in managing psychosocial risks.

Conclusion

Psychosocial hazards are real and manageable. By recognising the signs, leading with empathy, and taking proactive steps, construction leaders can protect their teams, improve performance, and meet their duty of care.

Next week’s edition will explore ‘Worker Engagement, Participation, Training, and Competency Development’. It will highlight how empowering workers through meaningful involvement, soft-skill building, and clear role expectations can enhance psychosocial wellbeing, boost site performance, and create a culture of continuous improvement.

This week’s reflection for leaders and supervisors:

• What psychosocial risks might be present on your site?
• What’s one action you can take this week to reduce pressure and support your crew with empathy?