Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p3
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 3/36)
Character Range: 94736–99466

demands      -          complex tasks frequently or severely exceeding a worker's capacity or competency (e.g., workers lack the training, resources, skills, authority or experience to reasonably or successfully do tasks)
                                      -          sustained levels of concentration or vigilance particularly when accuracy is required, or workers are looking for infrequent events (e.g. long-distance driving or security monitoring)
                                      -          work where errors may have high reputational, legal, career, safety or financial risks (e.g. air traffic control, medical care or decisions affecting a large number of people)
                                      -          absence of systems to prevent individual errors (e.g. relying on workers to memorise information or perform manual calculations without checks),
                                      -          repeatedly or rapidly switching tasks so it is difficult to concentrate and complete tasks (e.g. being frequently interrupted or having to do numerous things at once), and
                                      -          Note: work that involves complex tasks and high concentration is associated with a greater risk of fatigue
High emotional demands                -          responding to distressing or emotional situations (e.g. dealing with confrontation)
                                      -          managing other people's emotions (e.g. de-escalating an aggressive situation, undertaking disciplinary processes or assisting people who are distressed)
                                      -          providing support or empathy (e.g. conveying bad news, providing advocacy or counselling)
                                      -          suppressing emotions or displaying false emotions (e.g. nursing staff hiding distress for patients or retail workers pretending friendliness with difficult customers), and
                                      -          Note: work that involves emotional labour or providing emotional support is associated with a greater risk of fatigue.
Low job demands                       -          having too little to do (e.g. running out of work) or long idle periods where workers cannot perform other tasks (e.g. where a worker must monitor a process and cannot perform other tasks until it is complete)
                                      -          highly monotonous or repetitive tasks which require low levels of thought processing and little variety (e.g. packing products or monitoring production lines)
                                      -          work that is too easy (e.g. significantly below a worker's skills or abilities), and
                                      -          idle periods when high workloads are present (e.g. having urgent work but being unable to proceed until equipment, resources or support become available).

Controlling job demands

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

Job/work design                                                                                                                                                                                                                                                                      -          Schedule tasks to avoid intense or sustained low or high job demands (e.g. schedule non-urgent work for quieter periods).
                                                                                                                                                                                                                                                                                     -          Manage supply chains to avoid large fluctuations in demand (e.g. delays in supplies causing backlogs of orders).
                                                                                                                                                                                                                                                                                     -          Plan shifts to allow adequate rest and recovery, particularly between periods of high demand.
Physical work environment                                                                                                                                                                                                                                                            -          Design the workplace to eliminate demanding tasks or jobs (e.g. locate the storeroom next to the loading dock so deliveries do