Poor co-worker, supervisor and manager support

Information for employers and workers about managing the risk of poor co-worker, supervisor and manager support.

What is poor co-worker, supervisor and manager support?

Poor support is when workers don’t get enough support and assistance from other workers and their supervisors.

Practical and emotional support helps workers maintain their health and safety while completing tasks. Examples of poor support include:

  • inadequate information, advice and help with work tasks or to resolve issues on time
  • inadequate access to necessary equipment and resources to complete work tasks
  • performance feedback or other management action which is not considered reasonable management action
  • inadequate support for work-related matters from co-workers.

When workers are supported in the workplace, they experience less stress and higher job satisfaction.

Risks related to poor co-worker, supervisor and manager support

Impacts can include:

  • emotional and cognitive reactions such as feeling undervalued, frustration and increased stress
  • low morale, poor teamwork and a lack of motivation amongst teams
  • behavioural changes such as withdrawal and performance issues
  • burnout, fatigue and depression.

Risks related to poor support can be heightened if other psychosocial hazards exist. If workers also experience high work demands with poor support from colleagues and managers, this will increase the likelihood of stress.

It can also have social and economic costs for workers, their family and the business.  Businesses may experience high staff turnover, poor worker engagement and a negative workplace culture with increased complaints and absenteeism.

How to manage the risks

Employers/PCBUs

Under work, health and safety (WHS) laws, a person conducting a business of undertaking (PCBU) must take proactive steps to prevent risks associated with poor support, where it is reasonably practicable.

PCBUs must:

  • Eliminate health and safety risks at work, including psychosocial risks. If PCBUs are unable to eliminate risks, they must be minimised so far as is reasonably practicable.
  • Manage risks associated with poor co-worker, supervisor and manager support and consider applying the risk management process (PDF, 556.72 KB) to assist in meeting their duties. This process involves consulting with workers to identify, manage, control, and review risks related to the hazard.
  • Identify and adopt effective control measures.  Find information about how to do this on our psychosocial hazards page.

The Managing psychosocial hazards at work code of practice will help you meet your responsibilities under WHS laws in NSW.

Workers

While at work, workers must:

  • take reasonable care for their own psychological and physical health and safety
  • take reasonable care not to adversely affect the health and safety of other persons
  • comply with reasonable health and safety instructions, as far as they are reasonably able, and
  • cooperate with reasonable health and safety policies or procedures, for example reporting inappropriate or harmful workplace behaviours.

Workers should report concerns to their employer if they experience harm related to poor support. This will ensure they get support and the PCBU can take action to address the risk.

If you have raised concerns about harmful workplace behaviour internally and no action is being taken, read our ‘Dealing with a psychological health and safety issue at work’ section for further assistance.

Examples of controls and actions

PCBUs must use the hierarchy of controls and consider all relevant matters in Section 55D of the WHS Regulations 2025 when identifying appropriate control measures to eliminate and minimise the risk of poor support.

When choosing control measures you must consider all hazards  present and how they may interact and combine.

Here are some examples of controls that can help minimise harm.

  • Provide workers with the things they need to do their jobs properly and safely, for example the right tools, equipment, systems and resources.
  • Provide workers with additional resources and equipment when new or challenging tasks arise. For example, additional time and supervision for learning new tasks and backfilling roles in a timely manner.
  • Design work tasks and systems to ensure workers, management and teams collaborate rather than work independently such as holding regularly meetings to discuss any issues and challenges, team planning and avenues for workers to ask for help.
  • Design organisational structures so supervisors/managers have manageable workloads, sufficient resources and their span of control allows effective supervision. For example, consider the number of worker reports, and whether supervisors have time to answer questions or assist with challenging tasks.
  • Provide clear management structures and reporting lines such as organisational charts, or ensure workers know who to go to for help.
  • Design rosters so supervisors are available to help during difficult or busy times.
  • Train managers in supportive leading for example, active listening, effective communication, cultural awareness, performance management and relationship building.
  • Develop a peer support network and/or a mentoring/buddy program for new starters.

Note: These are examples only. You must consult with workers to identify and implement control measures that eliminate or minimise the risks in your workplace, so far as is reasonably practicable.

Resources

  • Psychosocial hazards – SafeWork NSW. Information about what psychosocial hazards are, their effects and how to manage them.
  • Managing psychosocial hazards at work code of practice – SafeWork NSW. Practical guidance on complying with WHS laws, including how to identify and manage psychosocial risks in the workplace.
  • Designing work to manage psychosocial risks (PDF, 556.72 KB) – SafeWork NSW. Practical support and information for PCBUs on using work design to manage the risk of psychosocial hazards.
  • Poor support – Safe Work Australia. This resource explains how inadequate support from supervisors or colleagues can increase stress and reduce job satisfaction and provides strategies to manage this psychosocial hazard.
  • Good work design: supporting your team – Comcare. Practical guidance for leaders to create supportive work environments through good work design, communication, and early intervention.
  • Psychosocial hazards request for service form – SafeWork NSW. Use this form to request assistance from SafeWork NSW. This can be useful if your business/workplace doesn’t have processes for you to report workplace conflict or you have reported it internally and no action is being taken.
  • Psychosocial hazards service standards – SafeWork NSW. Information about what you can expect from SafeWork NSW, and what we expect from you when you raise a psychosocial hazard issue.
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