It's Not Bullying, It's Feedback: Clearing Up the 17 Hazards
The workplace is changing and with it, so is the language we use around safety, wellbeing and accountability.
But here's the problem. When everything gets labelled as unsafe, real risks get lost in the noise.
We have seen it firsthand. A direct conversation gets called bullying. A performance review is tagged as mental harm. A shift in structure is treated like trauma.
At Humn, we believe in the power of psychological safety, not in the misuse of the 17 psychosocial hazards.
Misunderstanding these terms does more than water down their meaning. It creates confusion, fear and mistrust across teams and leadership.
This guide is here to clear the fog.
What the 17 Psychosocial Hazards Are, and Are NOT
| Hazard | What it IS | What it is NOT |
|---|---|---|
| Job demands | Workload or work environment that is physically, mentally or emotionally too much or sustained without reprieve. | Being busy during peak periods or working hard toward a deadline. |
| Low job control | Having little or no ability to influence how or when work is done. | Following procedures or working within agreed frameworks. |
| Poor support | Lack of supervision, resources, guidance or emotional backing. | Being encouraged to take initiative or work independently. |
| Lack of role clarity | Unclear, conflicting or changing responsibilities without explanation. | Being asked to stretch or step up in your role with support. |
| Poor organisational change management | Change that is poorly communicated, unplanned or unsupported. | Strategic change that is clearly communicated and managed. |
| Inadequate reward and recognition | When effort, achievement or contribution is consistently overlooked. | Not receiving praise every day or rewards for basic job tasks. |
| Poor organisational justice | Perceived unfairness in decision-making, discipline, or allocation of resources. | Not getting your preferred outcome or disagreeing with a decision. |
| Traumatic events or material | Exposure to distressing or violent content, incidents or materials. | Dealing with challenging tasks that are unpleasant but not traumatic. |
| Remote or isolated work | Working alone or in locations without immediate access to assistance or support. | Working from home with active communication and systems in place. |
| Poor physical environment | Unsafe, noisy, uncomfortable or hazardous working conditions. | Preferring different lighting or office layout. |
| Violence and aggression | Any incident where a person is abused, threatened or assaulted at work. | A disagreement or assertive conversation with mutual respect. |
| Bullying | Repeated, unreasonable behaviour that humiliates, intimidates or undermines a person or group. | One-off conflict, feedback, or performance management. |
| Harassment | Unwanted behaviour that offends, humiliates or intimidates based on personal attributes. | A mutually respectful conversation or relationship. |
| Sexual harassment | Unwelcome sexual advances, comments or conduct that makes a person feel unsafe or violated. | Consensual interaction or workplace friendliness. |
| Inappropriate workplace behaviour | Conduct that breaches standards such as swearing, exclusion, humiliation or intimidation. | Healthy banter, differences in communication style or occasional disagreement. |
| Poor workplace relationships or interpersonal conflict | Persistent tension, hostility or unresolved conflict in working relationships. | Personality differences or robust debate when handled professionally. |
| Poor procedural justice | When workplace processes for performance, complaints or decisions lack transparency or consistency. | Feeling disappointed with a fair decision or not getting your preferred result. |
Why this matters
Psychosocial safety is not a compliance buzzword.
It is a legal obligation and a cultural opportunity. But when these hazards are misunderstood, overused or thrown around without substance, they stop being helpful and start causing harm.
A workplace is not safer when everything feels like a hazard. It is safer when people know how to speak up, take accountability and be supported in the process.
Need help putting this into practice?
Humn helps organisations:
- Map and assess real psychosocial risks using clear tools
- Build internal confidence and capacity to respond well
- Train leaders, HR and WHS to act with courage and consistency
Know your hazards. Understand your risk. Prove your controls.
Humn helps organisations turn psychosocial risk into clear action, stronger controls and evidence leaders can use.
Talk to Humn