Better work creates better organisations.
Humn helps organisations identify psychosocial risk, strengthen leadership capability, investigate complex workplace matters and demonstrate due diligence, through one integrated intelligence ecosystem.
Trusted where the stakes are highest.
Every organisation that employs people carries a psychosocial duty. From small business to enterprise, government, critical infrastructure, healthcare and professional services, Australian organisations of every size rely on Humn to see that risk clearly and act on it with confidence.
Four ways Humn protects your people.
Humn IQ®
Know where risk exists before harm occurs. AI powered psychosocial intelligence.
Explore the platform →Humn Advisory
Turn risk intelligence into practical action, controls and evidence.
See how we help →Humn Academy
Build capability that lasts, from a 90 minute credential to leadership programs.
Browse the Academy →Investigations
Independent, trauma informed and legally defensible, led by specialists.
Learn more →Where evidence, expertise and technology connect.
Technology
AI powered intelligence that sees risk before it becomes harm.
Expertise
Psychologists, safety specialists, investigators and governance experts, in one team.
Evidence
Built around legislation, ISO 45003 and critical controls, so your position is defensible.
Outcomes
Better decisions, reduced risk and stronger governance.
Evidence that stands up.
See your risk clearly. Before it becomes harm.
The intelligence system for psychosocial risk.
Humn IQ® turns what your people already know into a clear risk picture you can act on, and defend.
Turn psychosocial risk into intelligence leaders can act on.
Humn IQ® shows your live psychosocial risk picture the moment data comes in. Inherent and residual risk, incidents, controls and survey results, in one place. No spreadsheets, no guesswork.
One platform. The full risk picture.
People Survey
A confidential or anonymous survey on a validated instrument, mapped to the regulated psychosocial hazards.
Risk System
A live risk picture showing where risk concentrates, by team and site, and how it tracks over time.
Incident Reporting
Report, triage and track psychosocial incidents in one place, so nothing slips through.
Evidence Readiness
Documentation built for scrutiny: what was identified, what was done, and when.
Every component is mapped to WHS law and aligned to Safework Australia Model Codes of Practice, ISO45003, and Comcare 17 psychosocial hazards.
Humn IQ®. See it. Assess it. Prove it.
Humn Advisory turns insight into action.
Hazard assessment, leadership capability, governance and critical controls, delivered by specialists and built to work alongside Humn IQ®.
Bespoke, embedded advisory.
Risk and Hazard Assessment
Hazard identification, risk register reviews and survey-based profiling that build an evidence base you can defend.
Leadership Capability
Embedded leadership development delivered inside a broader engagement, built around your context and sector.
Workplace Investigations
Trauma-informed workplace investigations delivered by our specialists, not just training yours to run them.
Governance and Facilitation
Board and Executive Leadership Team sessions and facilitated team days that turn risk data into agreed controls.
Focus Groups
Structured, confidential focus groups that surface what surveys cannot, turning lived experience into targeted action.
Frontline Support
Hands-on support for the people managing risk day to day, from difficult conversations to critical incidents.
Trusted on the work that matters: Minda, RSPCA, Pitcher Partners, DP World, SA Water, Roxby Council and more.
The work is the risk.
Let's understand yours.
Build capability that lasts.
Practical psychosocial safety capability for managers, leaders, investigators and boards, built around real conversations, not theory.
Three ways to learn.
Every program is available face to face or online, and can be tailored to your organisation and sector.
eLearning
Manager Essentials
Employee Essentials
In house
LeadHumn
Leadership programs
Executive briefings
Specialist
Workplace investigations
Psychosocial investigations
Board governance
When it matters most, get it right.
Independent, trauma informed and legally defensible investigations, led by psychosocial specialists.
Independent
No internal conflict of interest.
Trauma informed
Protects everyone involved.
Legally defensible
Rigorous, evidence-based methods.
Psychosocial specialists
Understand the hazards, not just the process.
The full spectrum, handled with care.
From complex psychosocial complaints to critical incidents, we manage the process end to end, or support your team to run it well.
Workplace investigations
Psychosocial investigations
Complaint & grievance
Board & governance support
Handle it properly. From the first conversation.
Better work is safer work.
Psychosocial risk is built into the way work is designed, long before it shows up as harm. Humn exists to replace fragmented, piecemeal approaches with one clear, connected view of risk, and the means to act on it.
Where intelligence, expertise and action come together.
Humn brings WHS, HR and organisational psychology together in one team, working from a single view of risk and backed by an intelligence platform. You work directly with the specialists, not an account layer.
One team
WHS, HR and psychology together, backed by a platform.
Built on the law
Aligned to WHS legislation and regulations, Model Codes of Practice and ISO 45003.
Independent
No hidden agendas. Advice you can trust.
Meet the leadership team.
Kristen Raison
CEO & Co-Founder
Sam Young
Chief Health Officer & Co-Founder
Simon Pietsch
Organisational Psychologist
James McGuire
Senior WHS Consultant
Belinda Matijevic
Safety, Wellbeing & Governance
Global expertise, guiding the work.
Humn is supported by an Advisory Board that brings global expertise across psychology, workplace safety, law and governance. Their perspective keeps our thinking sharp and our practice at the forefront of psychosocial risk, in Australia and internationally.
Rilka Warbanoff
Advisory Board Chair
Mike Hagan
Global HR, HSE & Risk Executive
Professor Michelle Tuckey
Global expert in preventing workplace mistreatment
Will Snow
Director & Founder, Snow Legal
Kylie Bishop
Governance and people executive
Let's talk about your psychosocial risk.
Book a strategy session and we will show you where risk sits in your organisation, and what to do about it. Or reach us directly. We respond quickly.
Phone +61 8 7008 9826
Email hello@humn.global
Visit Lot Fourteen, North Terrace, Adelaide SA 5000
Know the hazards.
Understand the risk.
Psychosocial hazards arise from how work is designed, managed and experienced. Knowing what to look for is the first step to managing the risk.
Identify
Know what hazards are present.
Assess
Understand the risk of harm.
Control
Eliminate or minimise the risk.
Review
Make sure controls are working.
Psychosocial hazards come from the work.
Identify the hazards. Understand the risk. Know your controls are working.
What are the 17 psychosocial hazards?
Australia's psychosocial WHS and OHS frameworks are not fully harmonised, but there is strong alignment on the hazards that can cause harm at work. These 17 hazards provide a practical foundation for identifying and managing psychosocial risk across jurisdictions.
Job demands
Job demands become a psychosocial hazard when the demands of the work exceed a worker's capacity or resources to manage them safely.
This can include excessive workloads, unreasonable time pressures, emotionally demanding work, sustained concentration, conflicting demands or work that is consistently too demanding or, in some circumstances, too little.
Low job control
Workers may be exposed to risk where they have little control over how or when their work is performed, particularly when this occurs alongside high job demands.
Control can include autonomy over work methods, scheduling, decision making and how tasks are completed.
Poor support
Poor support can arise where workers do not receive adequate practical or emotional support from supervisors, managers or colleagues to perform their work safely.
Support can include access to information, resources, assistance, feedback and appropriate supervision.
Lack of role clarity
Uncertainty about responsibilities, expectations, reporting relationships, priorities or performance standards can create psychosocial risk.
Role clarity matters particularly during organisational change, restructuring or where responsibilities overlap.
Poor organisational change management
Change itself is not necessarily the hazard.
Risk can arise when organisational change is poorly planned, communicated, consulted upon or implemented, or where workers do not have the information or support required to adapt to changed work.
Inadequate reward and recognition
Risk may arise when there is a sustained imbalance between workers' efforts and the recognition or reward they receive.
This is broader than remuneration and can include acknowledgement, feedback, development opportunities and appropriate recognition of contribution.
Poor organisational justice
Organisational justice concerns workers' perceptions and experiences of fairness in workplace processes, decisions and interactions.
Risk can arise where decisions appear inconsistent, opaque, biased or procedurally unfair, or where workers believe concerns are not handled appropriately.
Traumatic events or material
Some work exposes people to actual or threatened death, serious injury, violence, abuse, distressing situations or traumatic material.
The risk is particularly important in emergency services, healthcare, community services, investigations, complaints management and other roles involving repeated exposure to distressing events or information.
Remote or isolated work
Working remotely or in isolation can increase risk where workers have limited access to assistance, communication, resources or support.
Isolation may be physical, geographical or social and can occur even when someone is working within a larger organisation.
Poor physical environment
The physical environment can also contribute to psychological harm.
Unpleasant, hazardous or poorly maintained working conditions, uncomfortable temperatures, noise, inadequate facilities and other environmental factors can contribute to psychosocial risk, particularly where exposure is frequent, prolonged or severe.
Violence and aggression
Workers may be exposed to abuse, threats, intimidation or physical assault arising from their work.
Risk may come from customers, clients, patients, members of the public, colleagues or others with whom workers interact.
Bullying
Workplace bullying involves repeated unreasonable behaviour towards a worker or group of workers that creates a risk to health and safety.
It should not be confused with reasonable management action carried out in a reasonable manner.
Harassment, including sexual harassment
Harassment and sexual harassment can create serious risks to psychological and physical health.
Organisations need systems that focus not only on responding to complaints after harm occurs, but on identifying and controlling the conditions that may enable harmful behaviour.
Conflict or poor workplace relationships and interactions
Persistent conflict, incivility, poor communication, dysfunctional relationships and inappropriate workplace interactions can contribute to psychosocial risk.
The risk may also interact with poor support, organisational justice, role clarity and job demands.
Fatigue
Fatigue can arise from working hours, workload, shift patterns, insufficient recovery time, physically or mentally demanding work and other aspects of work design.
It can affect both psychological and physical health and can also increase other safety risks.
Job insecurity
Uncertainty about ongoing employment, significant changes to employment arrangements or prolonged insecurity about a worker's future can contribute to psychosocial risk.
How organisational change and communication are managed can significantly influence this risk.
Intrusive surveillance
Technology can provide organisations with valuable information about work, but unreasonable or excessively intrusive monitoring can itself create psychosocial risk.
This may include surveillance that is disproportionate, lacks transparency or creates unreasonable monitoring of workers.
The hazards do not exist in isolation
Psychosocial risk is a system, not a checklist.
A workplace may have reasonable job demands when considered alone.
But combine increasing demands with poor role clarity, inadequate support, organisational change and low job control and the resulting risk can be very different.
Regulators expressly recognise the importance of considering how psychosocial hazards interact or combine, together with the duration, frequency and severity of exposure.
That is why simply measuring individual hazards does not amount to psychosocial risk management.
You need to understand the system of work.
From hazards to risk
Identifying a psychosocial hazard is only the beginning.
Effective psychosocial risk management requires organisations to understand:
The risk management process is ongoing. Organisations need to identify hazards, assess risks where required, implement appropriate controls and review whether those controls remain effective.
And importantly, a psychosocial survey or assessment tool by itself is not sufficient to manage psychosocial risk. Comcare specifically describes assessment tools as potentially a first step within a coordinated risk management approach.
Humn IQ®
Turn workplace information into intelligence. Turn intelligence into action.
Humn IQ® brings worker consultation, psychosocial hazard identification, risk assessment, controls, evidence and organisational intelligence into one connected system.
See emerging risks, understand how hazards interact, monitor whether controls are working and give leaders the evidence they need to make informed decisions and demonstrate due diligence.
From worker voice to board level visibility, Humn IQ® connects the whole psychosocial risk management system.
Psychosocial risk is a WHS issue.
Psychological health is part of workplace health and safety. Organisations have duties to identify psychosocial hazards and manage the risks they create.
Requirements vary across Australian jurisdictions, but the expectation is clear: psychosocial risk must be managed as a workplace risk.
Regulatory sources: SafeWork SA Code of Practice, Safe Work Australia Model Code, Comcare psychosocial hazards, Comcare regulatory guide. Model Codes need to be implemented or approved within the relevant jurisdiction before having legal effect there.
Frequently asked questions
What is a psychosocial hazard?
A psychosocial hazard is a work related hazard with the potential to cause psychological or physical harm. Under the model WHS framework, psychosocial hazards may arise from the design or management of work, the working environment, workplace interactions or behaviours and other work related factors.
How many psychosocial hazards are there?
There is no universal rule that every workplace will have exactly 17 psychosocial hazards. The Commonwealth Managing Psychosocial Hazards at Work Code of Practice 2024 and South Australia's 2026 Code identify 17 types of psychosocial hazards, but organisations must identify the hazards actually arising from their own work and circumstances.
Is a psychosocial survey enough?
No. Surveys can provide valuable information as part of worker consultation and hazard identification, but an assessment tool alone does not constitute the complete psychosocial risk management process.
Do psychosocial hazards need to be included in the risk register?
Where psychosocial hazards create WHS risks, they should be managed through the organisation's WHS risk management framework rather than treated solely as an HR, engagement or wellbeing issue. The way risks and controls are documented will depend on the organisation and applicable regulatory requirements.
Can psychosocial hazards interact?
Yes. This is critical. Regulators specifically require consideration of how psychosocial hazards may interact or combine, because combined exposure can change the level of risk.
What is the difference between a psychosocial hazard and psychosocial risk?
A hazard is something arising from or in relation to work that has the potential to cause harm. Psychosocial risk concerns the risk to health or safety arising from exposure to that hazard.
Know your hazards. Understand your risk. Prove your controls.
See where risk sits, strengthen your controls and give leaders the evidence to act.