Farming can be physically demanding and fast paced, particularly during seeding, harvest and other peak production periods. Alongside physical hazards, farm work may also involve psychosocial hazards that can affect workers’ psychological health, safety and wellbeing.
Psychosocial hazards can arise from the way work is designed, managed and organised, as well as from workplace interactions and behaviours. If not effectively managed, these hazards can contribute to psychological harm, fatigue, stress, reduced concentration and increased safety risks.
Under work health and safety laws, a person conducting a business or undertaking (PCBU) must identify and manage psychosocial hazards and the risks they create, so far as is reasonably practicable.
The Psychosocial hazards in the workplace: Code of practice provides practical guidance on how to identify, assess and control these risks.
Understanding psychosocial hazards on farm
Psychosocial hazards are aspects of work design, work organisation, workplace management, or workplace interactions and behaviours that may increase the risk of psychological or physical harm.
In farming operations, these hazards often arise from the unique pressures of seasonal production:
- High job demands: farm workers experience pressure to complete work within narrow seasonal windows or meet market demands. Long work hours, repetitive tasks, physically demanding work and hot conditions can significantly intensify the physical and mental demands placed on a person.
- Low job control: workers may have limited ability to influence how tasks are completed, vary their pace of work or take breaks during busy periods.
- Remote or isolated work: workers may perform tasks alone or be spread across large properties, limiting access to supervision, support and communication.
- Inappropriate and unreasonable behaviour: communication difficulties, workplace conflict, bullying, aggression or disrespectful behaviour can affect psychological health and workplace relationships.
- Job insecurity: seasonal, short-term and casual work arrangements can contribute to uncertainty and stress for some workers.
In addition to impacting mental health, these hazards can affect concentration, decision‑making, and physical safety which can contribute to staff turnover, absenteeism and reduced productivity.
Practical control measures
Managing psychosocial risks involves identifying hazards, assessing the risks they create and implementing control measures that are appropriate to the workplace.
Control measures should address the source of the risk wherever possible and be reviewed regularly to ensure they remain effective.
The following control measures can be adapted to farming operations:
Effective management of psychosocial risks is supported by clear workplace systems and regular consultation with workers.
For farming operations with seasonal, casual or culturally and linguistically diverse (CALD) workforces, it may be helpful to develop an easy to understand psychosocial risk management policy or procedure to assist with:
- identifying and managing psychosocial hazards
- setting expectations for workplace behaviour
- outlining reporting and support pathways
- proactively consulting and communicating with workers
- maintaining consistency during busy periods when risks may increase.
Why managing psychosocial risks matters
Psychosocial hazards can arise in any farming operation and can become more significant during periods of high workload or seasonal pressure.
Managing psychosocial risks is part of good farm management. It reduces the likelihood of harm and helps create healthier and safer workplaces, supports worker wellbeing and contributes to staff retention, improved productivity and business performance.
Farmers need a clear, documented system for managing psychosocial risks, supported by a simple tailored policy especially when using seasonal, casual, or culturally diverse workers. A written policy sets expectations and helps everyone understand how risks are spotted and managed, how to report these issues and how workers are consulted. It also keeps processes consistent during busy periods such as harvest when workload pressures rise and risks tend to escalate.
Resources and guidance
- Psychosocial hazards in the workplace: Code of practice
This code provides practical guidance for workplaces where people may be exposed to psychosocial hazards such as stress, fatigue, burnout, bullying, harassment, violence, aggression, discrimination and misconduct. It outlines how psychosocial risks can be identified, assessed and managed as part of a broader approach to workplace health and safety. - Psychosocial hazards overview
Information on work-related psychosocial hazards and risk management approaches.