Developing an RPS action plan is an essential tool for translating the company’s commitment into concrete and measurable actions. This strategic document, often perceived as complex, is in fact a clear, structured roadmap tailored to the specificities of your work organization.
What is an RPS action plan?
An RPS action plan is a document that formalizes the specific preventive measures put in place by the employer to address the psychosocial risks identified within the organization. It is part of the overall risk assessment process, the results of which are recorded in the Single Document for the Assessment of Occupational Risks (DUERP). This plan should not be a simple catalog of intentions; it should be a dynamic tool for continuous improvement that details objectives, actions, responsible parties, deadlines, and monitoring indicators. It enables effective handling of issues such as chronic stress, bullying, and workplace violence.
At Daesign, we are convinced that the success of this plan depends on an educational and engaging approach, particularly through immersive training and active awareness-raising among teams. The aim is to transform a legal obligation into an opportunity to improve quality of life at work and employee engagement.
How to implement an action plan for psychosocial risks ?
The development of an RPS action plan follows a rigorous and participatory methodology that guarantees its effectiveness and acceptance by all staff. It is not a task to be carried out in isolation, but a company-wide project involving senior management, managers, staff representatives (particularly the CSE), and the employees themselves. Here are the key steps, designed to be followed in a smooth and structured manner.
The preparation phase
Before diving into the assessment, a preparation phase is crucial to ensure the success of the project. This involves securing the commitment of senior management, who must provide the necessary support in terms of resources and communication. It is essential to set up a multidisciplinary steering group, including representatives from senior management, human resources, occupational health services, and employee representatives. This group will drive the process, ensuring coordination and legitimacy.
Preliminary diagnosis
Diagnosis is the fundamental step that will enable the sources of psychosocial risks to be identified precisely. Based on the analysis of the existing DUERP (single document on occupational risks), this assessment should be supplemented by a diverse and in-depth collection of data. This can take the form of individual interviews, focus groups, or anonymous questionnaires administered to employees. Existing indicators (absenteeism, turnover, workplace accidents, complaints) are valuable warning signs. The objective of the diagnosis is to draw up a precise inventory of the risk factors present in the company, in relation to workload or management style.
Developing preventive measures
Once the root causes of psychosocial risks have been identified, action measures must be developed and classified according to three levels of prevention: primary (acting on the organization of work to eliminate the risk), secondary (protecting employees from the effects of stress), and tertiary (providing care for those already affected). For each risk, the plan must detail one or more actions. For example, if the diagnosis reveals a lack of autonomy, one measure could be to review delegations. Organizational prevention actions should be prioritized as they are the most effective in the long term. Daesign offers an innovative system for the prevention of psychosocial risks, based on immersive scenarios.
Formalization and deployment
Formalization results in a structured and clear psychosocial risk action plan model, including a designated manager, an allocated budget, and a schedule for each action. The communication phase is vital: the employer must inform all staff of the plan’s existence and content to ensure awareness and buy-in. The deployment of actions may include e-learning training sessions on management and social support, or the implementation of new internal procedures.
Monitoring and evaluation
An action plan is not set in stone; it must be regularly updated. Monitoring and evaluation are carried out by the steering group, which analyzes the progress of actions and the evolution of key indicators. It is essential to evaluate the real impact of the actions taken on the health and well-being of employees. A periodic review allows measures to be readjusted and ensures that the safety and prevention approach remains relevant in the face of internal and external changes.
What are the six psychosocial risk factors?
According to the Gollac report, six main categories of psychosocial risk factors are recognized as having the greatest impact on psychological health at work. A good understanding of these factors is essential for making an accurate diagnosis and targeting the most relevant preventive measures. These factors often act in concert, increasing the overall level of risk for employees.
Work intensity and working hours
This factor refers to excessive or poorly distributed workloads, pressure to work at a fast pace, or overly demanding productivity targets. Work that requires constant vigilance or has overly tight deadlines can cause significant stress, threatening personal and professional balance and increasing the risk of burnout. Prevention in this area often involves better organization of processes and allocated resources.
Emotional demands
These are the constraints associated with the need to control or display certain emotions in the course of one’s work, particularly in professions involving contact with the public or situations of distress. Having to hide one’s feelings or being confronted with verbal or physical abuse can have a serious impact on well-being. Psychological support and training in managing difficult situations are often recommended.
Lack of autonomy
A low degree of autonomy in decision-making, use of skills, or participation in choices affecting the business is a powerful risk factor. Feeling like a mere executor, with no control over one’s work, reduces motivation and the ability to cope with stress. Introducing room for maneuver and developing autonomy are effective levers.
Poor quality social relationships
This factor encompasses insufficient social support from colleagues or management, interpersonal conflicts, or harassment at work. A toxic work environment, marked by toxic management or a lack of recognition, degrades the professional environment. Internal communication, management skills development, and listening mechanisms are targeted responses.
Conflicts of values
These arise when employees are asked to perform tasks that conflict with their personal values or professional ethics. This includes feeling that the work is pointless or of poor quality. A lack of meaning and contradictory instructions create significant moral tension. Ethical awareness and clarification of the organization’s objectives are essential.
Job insecurity
This risk is linked to uncertainty about the future of employment (fear of dismissal), uncontrolled career changes, or perceived unfair pay. Insecurity generates chronic anxiety. Transparent communication about strategic decisions and job security prospects can help mitigate this risk factor. Monitoring working conditions is an ongoing commitment on the part of the employer.
In conclusion, developing and implementing an RPS action plan is not only a regulatory obligation, but also a business strategy that directly contributes to performance and resilience. By adopting Daesign’s structured methodology and experiential learning approach, you empower your organization to turn risk prevention into a real competitive advantage.
