Adam Johnson is the founder of HowsWork.
For employers
Some jobs carry an inherent risk of exposure to traumatic events. Emergency responders, healthcare workers, social workers, corrections officers, and many others regularly encounter situations that most people will never face. But trauma exposure is not limited to high-risk professions. It can occur in any workplace where people encounter violence,
For employers
Most people have a finely tuned sense of fairness. They notice when credit goes to the wrong person, when rules are applied inconsistently, or when decisions that affect them are made without explanation. These are not trivial concerns. They are signals about whether a workplace can be trusted. A lack
For employers
Most people do not go to work expecting constant praise. But there is a significant difference between a workplace where good work is noticed and one where it disappears without recognition. That difference has real consequences for how people feel, how they perform, and how long they stay. Inadequate recognition
For employers
Change is a constant in most workplaces. Restructures, new systems, shifting priorities, team changes. Some change is necessary and even welcome. But the way change is handled has a significant impact on the people going through it, and poorly managed change is one of the most common sources of psychological
For employers
Most people have experienced the unsettling feeling of not quite knowing what their job is. Not in a general sense, but in the day to day reality of not being sure what is expected of them, who is responsible for what, or how their work fits into the bigger picture.
For employers
When people talk about workplace stress, they tend to focus on workload and pressure. But one of the most consistent findings in workplace research is that the presence or absence of support at work shapes how people experience almost everything else about their job. Poor support is a well-documented source
For employers
How much say do you have over how you do your job? Can you decide when to take a break, how to approach a task, or how to manage your own workload? These questions get at something researchers call job control, and the evidence on why it matters is substantial.
For employers
When people think about workplace stress, they usually picture overwork. Too much to do, not enough time, constant pressure. But there is another side to the problem that gets far less attention. Low job demands, work that is consistently underwhelming, repetitive, or beneath a person's abilities, is a
For employers
Every job has pressure. Deadlines, expectations, competing priorities. Some pressure can be motivating. But when the demands of a job consistently exceed what a person can reasonably handle, something shifts. Work stops being challenging and starts being harmful. High job demands are one of the most common and well-documented sources
Compliance
If you're an Australian employer, managing psychosocial risk is no longer optional. Model WHS regulation changes introduced in 2023 now formally require employers to identify, assess, and control psychosocial hazards in the workplace, treating them with the same seriousness as physical hazards. Here is what you need to
Compliance
Queensland was one of the earlier Australian states to formally address psychosocial risk, and has continued to strengthen its requirements. For Queensland employers, the obligations are clear, enforceable, and actively monitored. Here is what you need to know. The foundation: Work Health and Safety Act 2011 The primary legislation governing
Compliance
New South Wales has been one of the most active jurisdictions in Australia when it comes to strengthening workplace health and safety laws. For NSW employers, the obligations around psychosocial risk have changed significantly in recent years, and continue to evolve. Here is what you need to know. The foundation: