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Role-based modules that pair systemic psychosocial hazard management with interpersonal psychological safety. Durations, formats and refresh triggers are indicative recommendations, not fixed legal mandates; requirements differ by jurisdiction, sector and role.
Training is one control, not the whole system
Training is an administrative control. It cannot replace redesigning workload, staffing, roles, rosters or change processes. Use each module alongside system actions and keep evidence that controls work. Where this site refers to team learning, candour, speaking up and constructive challenge, it means practical team routines, not a certification.
24 modules shown · Total indicative time: 45 h
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Training matrix by audience, module, outcome, format and indicative duration
Recommended audience
Module
Learning outcome
Format
Indicative duration
Boards and audit / safety committees
Officer due diligence and psychosocial dutiesPsychosocial hazards
Explain how officer or director duties apply in each jurisdiction of operation and ask the questions that verify hazards are identified, controlled and reviewed.
Facilitated briefing
2 h
Boards and audit / safety committees
Lead indicators for board reportingPsychosocial hazards
Interpret indicators such as turnover, overtime, restructuring, unresolved grievances and consultation outcomes, and challenge data quality.
Interactive workshop
1 h 30 min
Boards and audit / safety committees
Regulator notices and serious incidentsPsychosocial hazards
Know the escalation path, who holds decisions and what the board needs to see after a serious psychosocial incident or regulator contact.
Facilitated briefing
1 h
Boards and audit / safety committees
Boardroom candour and constructive challengePsychological safety
Structure meetings so disagreement, uncomfortable information and stress-tested assumptions are invited and recorded without penalty.
Interactive workshop
1 h 30 min
Executives and business unit heads
Work design as the primary controlPsychosocial hazards
Trace how targets, headcount, deadlines and connectivity expectations create hazards, and redesign them before reaching for wellbeing programs.
Interactive workshop
2 h 30 min
Executives and business unit heads
Integrating ISO 45003 guidance into enterprise risk managementPsychosocial hazards
Map psychosocial risk to existing risk, audit and OHS processes, understanding ISO 45003 as voluntary guidance rather than law.
Interactive workshop
2 h
Executives and business unit heads
Change and restructure impact reviewPsychosocial hazards
Run a consultation-backed impact review before change, with named controls and a follow-up checkpoint.
Scenario practice
1 h 30 min
Executives and business unit heads
Learning from failure and making bad news travelPsychological safety
Respond to errors and upward feedback in ways that encourage early reporting, and build routines for team learning and speaking up.
Coaching / peer circle
1 h 30 min
Managers, supervisors and HR partners
Recognising psychosocial hazards in job demandsPsychosocial hazards
Spot low job control, role conflict or ambiguity, traumatic exposure, isolated work and poor change management, and separate them from ordinary work pressure.
Online module
2 h
Managers, supervisors and HR partners
Hierarchy of controls in practicePsychosocial hazards
Apply work re-balancing, resource levelling and boundary agreements before relying on resilience or awareness activities.
Interactive workshop
2 h
Managers, supervisors and HR partners
Early conversations and escalationPsychosocial hazards
Open supportive conversations about work demands, record agreed adjustments and escalate system problems to someone who can change them.
Scenario practice
1 h 30 min
Managers, supervisors and HR partners
Trauma-informed handling of bullying, aggression and grievance reportsPsychosocial hazards
Receive a report, protect confidentiality, avoid re-victimising and refer to the correct process within your own role limits.
Scenario practice
2 h
Managers, supervisors and HR partners
Leading teams where people speak upPsychological safety
Use open questions, acknowledge what you do not know and respond constructively to challenge so people share questions, ideas, mistakes and disagreement early.
Interactive workshop
2 h
Managers, supervisors and HR partners
Feedback and post-incident reviews without blamePsychological safety
Run one-to-ones and reviews that examine work systems and decisions candidly without attacking personal identity.
Select and run a documented method combining data, consultation and observation, and record how exposure, duration and combined hazards were considered.
Plan and conduct fair, timely investigations, manage conflicts of interest and support all parties within local procedural requirements.
Applied practicum
4 h
Safety, HR and investigation specialists
Consultation design and data analysisPsychosocial hazards
Combine survey, incident and workforce data with consultation, protect anonymity and turn findings into controls.
Interactive workshop
3 h
Safety, HR and investigation specialists
Assurance against law, regulator guidance and ISO 45003Psychosocial hazards
Build an assurance plan that keeps statutory duties, regulator guidance and voluntary standards distinct, and tests control effectiveness.
Applied practicum
3 h
Boards and audit / safety committees
Officer due diligence and psychosocial duties
Explain how officer or director duties apply in each jurisdiction of operation and ask the questions that verify hazards are identified, controlled and reviewed.
Psychosocial hazards · Facilitated briefing · 2 h
Boards and audit / safety committees
Lead indicators for board reporting
Interpret indicators such as turnover, overtime, restructuring, unresolved grievances and consultation outcomes, and challenge data quality.
Psychosocial hazards · Interactive workshop · 1 h 30 min
Boards and audit / safety committees
Regulator notices and serious incidents
Know the escalation path, who holds decisions and what the board needs to see after a serious psychosocial incident or regulator contact.
Psychosocial hazards · Facilitated briefing · 1 h
Boards and audit / safety committees
Boardroom candour and constructive challenge
Structure meetings so disagreement, uncomfortable information and stress-tested assumptions are invited and recorded without penalty.
Psychological safety · Interactive workshop · 1 h 30 min
Executives and business unit heads
Work design as the primary control
Trace how targets, headcount, deadlines and connectivity expectations create hazards, and redesign them before reaching for wellbeing programs.
Psychosocial hazards · Interactive workshop · 2 h 30 min
Executives and business unit heads
Integrating ISO 45003 guidance into enterprise risk management
Map psychosocial risk to existing risk, audit and OHS processes, understanding ISO 45003 as voluntary guidance rather than law.
Psychosocial hazards · Interactive workshop · 2 h
Executives and business unit heads
Change and restructure impact review
Run a consultation-backed impact review before change, with named controls and a follow-up checkpoint.
Psychosocial hazards · Scenario practice · 1 h 30 min
Executives and business unit heads
Learning from failure and making bad news travel
Respond to errors and upward feedback in ways that encourage early reporting, and build routines for team learning and speaking up.
Psychological safety · Coaching / peer circle · 1 h 30 min
Managers, supervisors and HR partners
Recognising psychosocial hazards in job demands
Spot low job control, role conflict or ambiguity, traumatic exposure, isolated work and poor change management, and separate them from ordinary work pressure.
Psychosocial hazards · Online module · 2 h
Managers, supervisors and HR partners
Hierarchy of controls in practice
Apply work re-balancing, resource levelling and boundary agreements before relying on resilience or awareness activities.
Psychosocial hazards · Interactive workshop · 2 h
Managers, supervisors and HR partners
Early conversations and escalation
Open supportive conversations about work demands, record agreed adjustments and escalate system problems to someone who can change them.
Psychosocial hazards · Scenario practice · 1 h 30 min
Managers, supervisors and HR partners
Trauma-informed handling of bullying, aggression and grievance reports
Receive a report, protect confidentiality, avoid re-victimising and refer to the correct process within your own role limits.
Psychosocial hazards · Scenario practice · 2 h
Managers, supervisors and HR partners
Leading teams where people speak up
Use open questions, acknowledge what you do not know and respond constructively to challenge so people share questions, ideas, mistakes and disagreement early.
Psychological safety · Interactive workshop · 2 h
Managers, supervisors and HR partners
Feedback and post-incident reviews without blame
Run one-to-ones and reviews that examine work systems and decisions candidly without attacking personal identity.
Psychological safety · Coaching / peer circle · 1 h 30 min
Managers, supervisors and HR partners
Facilitating worker consultation
Plan a consultation that reaches affected workers and representatives, and show how input changed a decision.
Psychosocial hazards · Interactive workshop · 1 h 30 min
Frontline, hybrid and customer-facing workers
Hazards, rights and reporting channels
Tell a hazard from ordinary work pressure and know how, where and to whom to raise it, including representatives.
Psychosocial hazards · Online module · 45 min
Frontline, hybrid and customer-facing workers
De-escalation and third-party aggression
Use de-escalation, disengage safely and report incidents, understanding that site design and staffing are also controls.
Psychosocial hazards · Scenario practice · 1 h 30 min
Frontline, hybrid and customer-facing workers
Active bystander and respectful conduct
Choose a safe response to disrespect, exclusion or harassment, and use reporting routes without fear of reprisal.
Psychological safety · Scenario practice · 1 h
Frontline, hybrid and customer-facing workers
Speaking up, asking questions and raising errors early
Ask clarifying questions, raise errors and challenge unsafe assumptions at stand-ups and shift handovers.
Psychological safety · Coaching / peer circle · 1 h
Frontline, hybrid and customer-facing workers
Remote and hybrid working boundaries
Agree availability, contact and workload arrangements, and flag isolation or unmanageable demands early.
Psychosocial hazards · Online module · 45 min
Safety, HR and investigation specialists
Psychosocial risk assessment methods
Select and run a documented method combining data, consultation and observation, and record how exposure, duration and combined hazards were considered.
Psychosocial hazards · Applied practicum · 4 h
Safety, HR and investigation specialists
Trauma-informed investigation practice
Plan and conduct fair, timely investigations, manage conflicts of interest and support all parties within local procedural requirements.
Psychosocial hazards · Applied practicum · 4 h
Safety, HR and investigation specialists
Consultation design and data analysis
Combine survey, incident and workforce data with consultation, protect anonymity and turn findings into controls.
Psychosocial hazards · Interactive workshop · 3 h
Safety, HR and investigation specialists
Assurance against law, regulator guidance and ISO 45003
Build an assurance plan that keeps statutory duties, regulator guidance and voluntary standards distinct, and tests control effectiveness.
Psychosocial hazards · Applied practicum · 3 h
Boards and audit / safety committees
Governance, officer exposure and material risk oversight.
Evidence to retain
Briefing record with date, attendees and jurisdictions covered
Committee minutes showing questions asked and actions requested
Board report using lead and lag indicators
Recommended refresh triggers (not legal mandates)
Annually, as part of the governance calendar
New director or committee member; entry into a new jurisdiction
Regulator notice, serious incident, or material law or code change
Executives and business unit heads
Resourcing, job design, culture and prevention decisions.
Evidence to retain
Work design review records for restructures, targets and staffing decisions
Risk register entries owned by named executives
Decisions taken after upward feedback or consultation
Recommended refresh triggers (not legal mandates)
Annually and before each major restructure or target-setting cycle
New executive appointment or new business unit
Control review shows controls are not effective
Managers, supervisors and HR partners
Day-to-day risk control, early conversations and team climate.
Evidence to retain
Role-based training record with module versions
Team-level hazard discussions and control actions logged
Case-handling quality check (timeliness, consistency, feedback to reporter)
Recommended refresh triggers (not legal mandates)
Within 3 months of taking on people-leadership; refresh at least annually
Repeated case-handling issues or consultation themes in the team
Policy, procedure or work design changes
Frontline, hybrid and customer-facing workers
Awareness, reporting, peer action and speaking up.
Evidence to retain
Induction and refresher records by role
Reporting channel use and response times (no identifying detail in board packs)
Worker feedback on whether training matched the real job
Recommended refresh triggers (not legal mandates)
On induction; short refresher at least annually for exposed roles
After an aggression incident, near miss or process change
Move to a role with new exposure (remote, public-facing, trauma)
Safety, HR and investigation specialists
Assessment method, investigation quality and assurance.
Evidence to retain
Documented assessment method and worked examples
Investigation file standards and peer-review notes
Assurance plan mapping systems to law, regulator guidance and ISO 45003
Recommended refresh triggers (not legal mandates)
Annual professional update; method review when law or guidance changes
Before leading a first investigation or audit in a new jurisdiction
Quality review finds inconsistency between cases
Recommended review cycle: check training coverage and effect at least annually, and earlier after the triggers listed for each audience. Completion records support, but do not prove, effectiveness.