Psychosocial Hazards Examples: A Manager’s Lived Experience

I wear two hats that provide real psychosocial hazards examples.

When I put on my "Manager Hat," I am obsessed with KPIs, safety compliance, and team output. But when I take that off, I am a human being living with Bipolar.

Today was a hard day. I woke up and I didn’t feel like working. I just wanted to stay in bed, play video games, and shut out the world. I know that feeling, it’s the start of a bad cycle. If I give in to it completely, it gets worse. But dragging myself to the desk takes immense energy.

Because I live this duality, I see things differently. I see workplace mental health not just as a box-ticking exercise for HR, but as the difference between a high-performing employee and a burnout statistic.

For Australian managers, "Psychosocial Hazards" are often just legal jargon. But if you want to spot when your team is struggling, whether it's depression, anxiety, burnout, or just a really rough patch, you need to translate these terms into real behaviors.

Here are the most critical psychosocial hazards examples, translated from "HR-speak" into the reality of lived experience for anyone struggling with their mental health.

1. High Job Demands: Laziness or the "Freeze Response"?

In the safety manual, "High Job Demands" is listed as one of the primary psychosocial hazards, referring to sustained high effort.

The Reality for Mental Health: When the workload becomes a mountain, a brain under stress doesn't always "work harder." It often shuts down. We call this the Freeze Response.

To a manager, this looks like managing underperformance. You see an employee staring at their screen, missing easy deadlines, or avoiding complex tasks. You think, "They aren't trying." In reality, they are paralyzed. The cognitive load has exceeded their bandwidth, whether they have Bipolar, Anxiety, or are simply burnt out.

The Fix:

• Triage is the cure. Do not just say "catch up." Sit down with them and brutally prioritise. "Ignore these 7 items. Focus only on these 3 today." By reducing the input, you release the brake.

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2. Low Job Control: The Micromanagement Spiral

Legally, this means employees have little say in how they do their work.

The Reality for Mental Health: For anyone struggling mentally, a sense of agency is critical. When a manager micromanages, it signals: "You are not safe, and you are not trusted." This triggers a loss of internal control, which is a massive trigger for anxiety spirals and self-doubt.

The Fix:

• Focus on Outcome over Process. Tell them what needs to be achieved, not how to type the email. Giving agency back to the employee is one of the most effective reasonable adjustments for any mental health condition.

3. Psychosocial Hazards Example: Poor Support & Isolation - Silence is Loud

The Reality for Mental Health: When people are thriving, they are usually visible. When they are struggling, they vanish. If your usually vocal employee has their camera off for three days, stops contributing to the Slack channel, or withdraws from banter, that is a red flag.

It is often a sign of Presenteeism, physically there, but mentally checked out to survive the day. This applies to depression, grief, and severe stress alike.

The Fix:

• Don't wait for them to reach out. Shame is a powerful silencer. Nobody wants to admit they are "weak" or "tired." You have to bridge that gap.

The "Action Plan": What to Do When You Spot the Warning Signs

You’ve noticed the silence. You’ve noticed the "freeze." You feel it in your gut. HR isn't in the room you are. What do you actually do?

Whether your employee has a diagnosis or is just going through a tough time, use this Action Plan.

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The Right to Disconnect: Protecting Everyone's Recovery

Finally, we must talk about the Right to Disconnect. This isn't just about overtime pay; it's about biological recovery.

The Reality for Mental Health: Sleep and downtime are the foundation of mental stability for everyone. A disrupted circadian rhythm is the fastest route to burnout, anxiety spikes, and mood instability.

If you send an email at 9:00 PM marked "URGENT," you aren't just annoying your team. You are spiking their cortisol right before bed. If they read that notification, their sleep is ruined. If their sleep is ruined, their resilience tomorrow is compromised.

The Fix:

• The Schedule Send Habit. Write your emails whenever you want, but schedule them to arrive at 8:30 AM. This protects their sleep and ensures you get a functional, rested employee the next day.

Conclusion: Lived Experience is an Asset

Managing mental health in the workplace isn't about knowing the DSM-5 manual. It's about observation and empathy.

I am a better manager because of my own challenges. I know the struggle of wanting to "stay and play games" rather than face the day. Because I know that feeling, I can spot it in others whether they have Bipolar, anxiety, or are just overwhelmed.

And now, equipped with this action plan, you can spot it too.

I am happy to talk about your personal situation or help you navigate a specific challenge with your team. If you want to chat, send me an email directly at clement@hopestage.com.