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The term psychosocial risks may feel recent, but the phenomenon has existed for as long as people have worked.
So, what exactly does it cover? Why is it important to address? And how can organizations reduce their occurrence?
Behind this notion lie public health issues, workplace wellbeing concerns, and performance challenges — all of which demand concrete action and improved quality of working conditions.
Psychosocial risks refer to workplace factors that pose a threat to both physical and mental health.
They cover a wide range of difficulties and symptoms, such as:
These risks can affect any worker — employee, manager, or business owner — in any sector.
Psychosocial risks are driven by multiple, sometimes cumulative, factors. Their impact depends on personal values, expectations, emotional resilience, and work context.
We can group them into several key categories:
Work-related stress, fatigue, and even musculoskeletal pain can be heavily influenced by the physical environment, such as:
Excessive workload, constant pressure, poorly distributed tasks, or monotonous routines are frequent contributors to stress and fatigue.
Low autonomy is also a major risk factor, as is mismatch between skills and tasks, or a disconnect between job responsibilities and personal values — which can lead to internal conflict or tension with management.
📊 According to our Workplace Mental Health Barometer, 48% of employees who report feeling stressed say their stress level is unmanageable, primarily due to their work environment.
The quality of workplace relationships plays a central role. A tense atmosphere, unresolved conflicts, or recurring misunderstandings can harm mental wellbeing.
More severe cases include moral or physical violence, bullying, and sexual harassment — all of which have significant health impacts.
Feeling unrecognized for efforts — whether meeting urgent deadlines or achieving goals — can undermine mental health.
This can lead to low self-esteem, demotivation, and even presenteeism (being physically present at work while unwell).
Workplace cultures that prioritize performance metrics over mental health create fertile ground for psychosocial risks.
Uncertain company situations — mergers, acquisitions, revenue drops — can increase employee anxiety about job loss, salary cuts, or contract non-renewals.
The consequences of psychosocial risks extend far beyond individual health.
Workplace pressures can lead to burnout, aggressive behavior, loss of motivation, or even depression. In extreme cases, they may contribute to suicidal ideation.
These are stark reminders that psychosocial risks are not abstract — they have tangible, sometimes severe, consequences.
For companies, high levels of psychosocial risk can result in:
Ultimately, this threatens business continuity, growth potential, and team cohesion.
Both ethically and economically, employers must implement assessment, management, and prevention measures — often within a broader Workplace Wellbeing policy.
Awareness is just the first step. The goal is to create a structured prevention plan to protect employee wellbeing.
Every organization’s risks are unique. A thorough risk assessment should be carried out and updated regularly, tailored to:
Employee wellbeing surveys or QWL barometers can provide valuable insights.
Once the main risks are identified, companies can take targeted action. Examples include:
Training both managers and employees on these issues is key to embedding prevention into daily practices.
Ongoing access to mental health support tools is essential.
Solutions like teale connect employees to therapists for both individual and group support, while HR teams can track indicators such as absenteeism, turnover, and occupational health consultations to detect early warning signs.
Les six grands types de RPS sont : l’intensité et le temps de travail, les exigences émotionnelles, le manque d’autonomie, les relations au travail dégradées, les conflits de valeurs, l’insécurité de la situation de travail (précarité, instabilité). Ces facteurs peuvent s’additionner et nuire gravement à la santé mentale des collaborateurs s’ils ne sont pas identifiés et pris en charge.
Le stress professionnel est un symptôme, une réaction individuelle face à une situation perçue comme difficile. Les RPS désignent les causes de ce stress : surcharge, pression, tensions, isolement… Autrement dit, le stress est une conséquence possible des RPS. Pour prévenir durablement le mal-être, il faut donc agir sur les causes structurelles.
Les RPS ne constituent pas à eux seuls une maladie professionnelle. En revanche, les troubles qui en résultent, comme le burn-out, la dépression ou l’anxiété généralisée, peuvent être reconnus comme maladies professionnelles sous certaines conditions, notamment via une expertise médicale et un passage en commission. Cette reconnaissance reste encore complexe, d'où l’importance de la prévention en amont.
Les managers jouent un rôle clé dans la prévention des RPS. Une formation efficace doit leur permettre de : repérer les signaux faibles de mal-être, adopter une posture d’écoute et de soutien, savoir réagir face à une situation à risque, créer un climat de confiance au sein de l’équipe. Chez teale, nous proposons des formations concrètes, ancrées dans la réalité managériale, pour faire de chaque manager un acteur de la qualité de vie au travail.
