Psychosocial risks (PSR) have a direct impact on employee well-being, affecting both collective performance and the attractiveness of organisations. By taking ownership of this issue, companies can not only meet the expectations of their teams, but also build a sustainable and satisfying working environment. But how do you go about it? Diana Barou, occupational psychologist, trainer and career development consultant, explains.
Companies are finding it increasingly difficult to recruit and retain talent. It is therefore essential to consider what motivates an employee to join an organisation and, above all, to stay. Although the financial aspects are important, they are not enough on their own to guarantee employee commitment. Other factors play an equally crucial role. These include
- the quality of relations with management
- work-life balance
- a friendly working environment
This is indeed what a survey by recruitment firm Robert Half in 2022 underlines. These factors are often cited by employees as determining factors. They highlight a major challenge for companies: their ability to prevent and manage psychosocial risks.
Psychosocial risks: what are we talking about?
Psychosocial risks refer to a range of factors likely to affect the mental and physical health of employees. These risks can arise from :
1/ The way work is organised
When the way work is organised generates overloadimposes objectives or deprive employees ofautonomyIt exposes them to high levels of stress.
2/ Professional relationships
In addition conflictual relationsa lack of recognition or a lack of support from management create tensions that have a profound effect on the quality of life at work.
3/ The conditions under which the work is carried out
Finally, environments marked by job insecuritydifficult working conditions or technological changes The lack of support is exacerbating employee discomfort.
Taken individually or in combination, these situations provide fertile ground for the emergence of RPS.
Psychosocial risks: the figures speak for themselves
- 1 in 2 employees reveals fears linked to overwork.
- 1 employee in 3 mentions a problem reconciling work and personal life.
- 63 % of HR staff and 44 % of managers say they are experiencing burn-out.
- In 2023, almost 10 % of recognised accidents at work were linked to psychosocial problems.
- The direct cost of RPS to companies is estimated at over €230 million a year.
Sources : Malakoff Humanis annual barometer: Health, QWL, absenteeism and employee commitment 2023 – DARES: Key figures on working conditions and health at work – Assurance Maladie 2022 annual report - Occupational risks (December 2023)
Psychosocial risks: the human and economic costs should not be underestimated
Psychosocial risks therefore have far-reaching repercussions for both individuals and organisations. If left unchecked, they can lead to psychological problems such as anxiety, depression and burn-out, as well as stress-related physical ailments such as sleep disorders and cardiovascular disease. These difficulties often result in employee disengagement, reduced motivation and increased absenteeism and staff turnover. This has a direct impact on productivity and team cohesion.
For companies, these consequences have an impact on overall performance and financial results. Firstly, a poor working climate reduces the quality of the work done. It also increases costs: sick leave, repeated recruitment, etc., and leads to a loss of competitiveness. In addition, an organisation that neglects these issues can see its image tarnished, making recruitment more difficult and accentuating the talent drain. On a larger scale, psychosocial risks weigh on the national economy, accounting for 3 to 4 % of GDP in developed countries, according to the INRS.
[Testimonial]
"We noticed an increase in absenteeism and staff turnover, with a direct impact on our productivity. To remedy this, we introduced targeted measures: stress management training, improved working conditions and increased support for managers. In just a few months, we have seen a clear improvement in the internal climate and a reduction in sick leave.
Laure, HR manager in the industrial sector.
Preventing RPS is therefore a strategic issue for any company concerned about its long-term future. By taking appropriate action - raising awareness, improving working conditions, training - organisations can :
- protect the health of their employees
- strengthen their attractiveness and competitiveness over the long term
Preventing RPS: why training makes all the difference
Training is an essential strategic tool for raising awareness of psychosocial risks and introducing effective preventive measures. Well-designed training enables employees and managers to gain a better understanding of the mechanisms behind PSR and to acquire practical tools for preventing it. For example, sessions dedicated to the analysis of risk factors help to identify organisational or relational factors likely to generate stress, harassment or conflict. In addition, practical modules on drawing up an action plan give companies the means to implement targeted solutions: adapting working conditions, improving internal communication or promoting a work-life balance.
[Training]
Psychosocial risks: implementing a preventive approach
On the programme: case studies, role-playing and experience-sharing to take a practical approach to the prevention of psychosocial risks.
Highlights :
- zoom in on good practice to prevent stress and burn-out
- study of a case of psychological harassment
- diagnosis to help management practices evolve
- drawing up a psychosocial risk prevention plan for your company
[Also read]
QHCT: 5 ways to improve well-being at work
QWL (Quality of Life and Working Conditions) reconciles improved working conditions with the company's overall performance. There are no ready-made solutions.
The ideal solution? An approach that adapts to your needs and resources. Would you like to launch a QWC approach in your company? Have you already initiated a QWC approach and would like to give it a boost?
Discover 5 effective actions to put in place.
Stress management, an essential pillar of RPS prevention training
The aim is to strengthen the resilience employees by offering them techniques for coping better with day-to-day pressures. Breathing exercises, priority management and relaxation methods can be incorporated into these courses to help employees better control their reactions to work-related stress.
[Training]
Key points:
- a balanced approach between theory and practice
- learn to identify the sources of your stress and analyse their effects on your performance and well-being
- developing strategies to minimise the impact of stress (breathing techniques, emotional management methods to maintain a positive state of mind, even in difficult situations)
[Also read]
Employee or manager stress: how do you deal with the situation?
Within a company, the stress of an employee can not only have an impact on his or her day-to-day professional life, but can also disrupt the work of an entire team.
So what can managers do to help their teams overcome stress?
And how do you react when it's the manager who's stressed?
The key role of managers in dealing with psychosocial risks
Training managers also plays a key role in well-being at work. Caring managers who are trained to detect weak signals can prevent distressing situations by encouraging dialogue and providing appropriate support to their teams. Specific training in positive leadership, conflict resolution and active listening also enables managers to adopt managerial practices that promote employee well-being and motivation.
[Training]
Non-Violent Communication to facilitate dialogue and boost effectiveness
Key points:
- better understand your needs and emotions, as well as those of others, for more caring and authentic interactions
- deconstruct your usual communication patterns and master new practical tools
Examples of practical exercises: simulating conflict situations, self-observation sheet to analyse emotional reactions and identify repetitive patterns, etc.
[Testimonial]
"Before the training, I wasn't aware of the impact my management had on my team. Since then, I've learned to listen better to my colleagues and adjust my communication. I've also consulted the team to put in place new rituals: weekly briefings, more frequent one-to-one interviews, regular time for staff to talk to each other. The result is a calmer atmosphere and fewer conflicts.
Hugo, a manager trained in RPS prevention.
Psychosocial risks: from awareness to concrete action
Psychosocial risks are not inevitable. On the contrary, they can be managed through a proactive and structured approach. By investing in prevention, companies meet their legal obligations while building a working environment in which employees can achieve their full potential. However, preventing RPS should not be an isolated action. It is part of an overall approach to improving quality of life and working conditions.
By adopting practical, tailored practices, companies can turn the challenges posed by RPS into opportunities for progress.
There are a number of levers that can be used to achieve this.
1. Assessing psychosocial risks to anticipate them more effectively
Identifying the causes of stress in the workplace is the first step to taking effective action. Companies can use anonymous surveys and key indicators (absenteeism, staff turnover) to adjust their prevention action plans.
For example, setting up a workplace well-being barometer enables us to regularly assess employees' stress levels and adapt HR measures accordingly.
2. Encouraging communication to get people talking
A climate of trust is built on open forums where employees can express themselves freely. Training managers in active listening and tension management helps to prevent conflict.
For example: supervised discussion groups, such as well-being cafés, enable employees to share their difficulties in a safe and caring environment.
3. Manage your workload and ensure a work-life balance
Excessive workloads are a key factor in RPS. It is therefore essential to clarify priorities and propose solutions such as flexible working hours or teleworking.
For example: a disconnection charter limits the sending of e-mails outside working hours, thereby reducing the pressure felt by employees.
4. Rely on benevolent management
Management based on recognition and autonomy improves employee well-being. Training managers to detect signs of distress and promoting participative management is essential.
For example, training in active listening enables managers to better support their teams and encourage constructive communication.
5. Valuing employees to strengthen their commitment
Recognised employees are more motivated and resilient in the face of stress. Implementing recognition and internal development policies contributes to their commitment.
For example: a mentoring programme encourages exchanges between experienced employees and new arrivals, strengthening cohesion and the feeling of belonging.
6. PSR training to provide the right tools
Finally, training is an essential tool for raising awareness among employees and providing them with the right methods for managing stress and conflict. For example: in addition to raising awareness of RPS, practical workshops on stress management and communication enable teams to acquire concrete tools to better manage daily pressure and promote a calmer working climate.
In the final analysis, the prevention of psychosocial risks should not be seen as a constraint, but as an opportunity to transform towards a more humane and more successful company. By placing employee well-being at the heart of their strategy, companies are not only improving their attractiveness and productivity. They are also building an environment in which everyone can flourish over the long term. But there's more to it than that. How can we go even further? Can we imagine new models for organising work that are even more conducive to employee balance and motivation? Could artificial intelligence, hybrid working or managerial innovation redefine the way HR conceives of quality of life and working conditions? These are just some of the questions that call on companies to continue their commitment and anticipate tomorrow's challenges today.
