Workplace health and safety roles are undergoing one of the most significant transformations in recent memory. While the industry continues to navigate compliance, physical risks, and training demands, the conversation today is increasingly being shaped by psychosocial hazards, shifting workforce dynamics, and evolving organisational expectations.

Over the past six months, I’ve been closely tracking shifts in the WHS space and the data tells a compelling story about where our profession is heading. I’m sharing these insights not just as safety jobs trends, but as thought-starters for reflection and action.

Here’s what we’re seeing, and what it means for safety leaders across Australia.

The Numbers Are Telling a Bigger Story

Based on SEEK’s Market Insights: OH&S Roles data, from November 2024 to May 2025, WHS job ads in Victoria declined by 11%. For a state that typically leads in safety hiring, this marks a notable shift. WA, QLD, and NSW have now pulled ahead in overall demand.

Nationally, job ads were down 6.7%. At the same time, candidate activity is increasing. More safety professionals are actively exploring new opportunities, even as the number of roles declines.

Of the jobs being advertised, 94% are permanent. The majority fall within the $100,000 to $140,000 salary range. Roles offering more than $150,000 have become less common than they were before COVID, which points to tighter budgets despite growing demands on WHS professionals.

These figures tell us we’re in a market in transition. Employers are hiring with caution. Candidates are engaged and looking to move. But senior-level opportunities remain limited. Many experienced professionals are “sitting still,” as organisations delay big-ticket hiring decisions.

The Evolving Shape of WHS Work

With close to 30 years in the industry, I’ve seen the role of WHS professionals evolve significantly. One of the most significant shifts has been the way safety is positioned within organisations. It’s no longer seen as a compliance function operating on the sidelines; WHS is now moving closer to the core of business operations.

Employers want safety leaders who are embedded in the business: working on the ground, in meetings, and working directly with teams.

We’re also seeing more demand for roles like Safety Business Partners who aren’t just writing procedures, but working alongside engineers, frontline teams, and operational leads to shape how work gets done. It’s evident that the most effective safety professionals today are those who bring their expertise to the table early, not after decisions are made.

At the same time, expectations are rising when it comes to technology. More employers are asking for WHS professionals who are confident using AI tools, digital systems, and automation. The goal is to cut down on manual admin and give safety leaders the space to focus on strategy and long-term impact.

This shift is creating real opportunities for those who can bring both technical knowledge and strong people skills to the table. It’s also a sign that safety is being recognised as a true business function, not just a compliance requirement.

Psychosocial Safety: The Weight of New Responsibility

One of the most prevalent themes we keep circling back to is demands on safety professionals to manage the growing psychosocial burden placed on employees in the workplace.

Mental health and wellbeing initiatives are landing on WHS desks with increasing frequency. And while these issues are critical, many safety leaders are finding themselves overwhelmed. It’s reminiscent of the days when “risk management” became a catch-all for everything from compliance to branding to Business Continuity Planning.

Psychosocial risk isn’t just another item on the checklist. It requires a different skill set, deeper stakeholder engagement, and often collaboration with HR, people and culture teams, and external experts.

Mental health is already emerging as a potential standalone discipline within safety, requiring its own frameworks, expertise, and leadership. The reintegration of workers’ compensation into safety portfolios is another clear signal of how broad and complex the WHS mandate is becoming. For safety leaders, the ability to anticipate and respond to these shifts will define the next generation of WHS leadership.

What Candidates Are Telling Us

While employers seek highly capable, integrated safety professionals, candidates are just as discerning. In our Safety People 2024 Benchmark Safety Report, we asked WHS professionals why they remain in the industry.

The top motivators were clear:

1. Purpose

Majority said they remain in safety roles because they want to make a real difference in people’s lives and workplaces.

2. Change and Challenge

Many are driven by the opportunity to be change agents and thrive on the variety safety roles offer.

3. People-Focused Values

Helping others, being passionate about safety, and working within strong cultures all featured highly.

This is a purpose-driven profession and it shows. Safety professionals are energised by roles that are meaningful, people-centred, and allow them to drive real change.

Flexibility, both in hours and location, is also rising in importance, particularly as work-life balance becomes a bigger priority for the profession.

For employers, the message is simple: attracting and retaining quality WHS talents is about creating environments where professionals can grow, feel valued, and see their impact.

So, Where To From Here?

Our roles are expanding, expectations are shifting, and organisational design is evolving fast. Our main priority now is ensuring that job design evolves with it.

Whether you’re attracting new talent or reviewing your current team, ask yourself:

• Is the role realistic for one person?
• Does it reflect the current generation’s expectations and needs?
• Are we hiring for output, or simply to replace what we had yesterday?

We can’t keep filling roles based on what worked five years ago. The nature of work has changed. So must the way we design, support, and develop WHS roles.

As WHS professionals, we need to advocate not only for safer workplaces but also for smarter, more sustainable role design within our own field.

Because ultimately, the future of safety relies on our willingness to challenge the status quo, share insights into organisational change, and lead with the courage to do things differently.

At Safety People, we’re privileged to support both organisations and professionals as they navigate the changing world of WHS. Whether it’s helping businesses shape more meaningful roles, or guiding individuals toward opportunities where they can thrive, our focus is on connecting the right people with the right impact.

For insights, tailored consultation, or to connect with our team, visit: https://safetypeople.com.au/contact/

Glenn Arnold is the Founder & Director of Safety People, Australia’s leading specialist WHS recruitment agency. He has over two decades of experience supporting the safety profession through market intelligence, executive recruitment, and workforce strategy.