In a constantly changing professional world, marked by accelerated exchanges and ever-higher performance requirements, the issue of employee health and well-being has become a major strategic challenge for the sustainability of companies. The relationship between management and psychosocial risks (PSRs) is at the heart of this issue, as it is often the quality of management and work organization that constitutes the first line of defense against these insidious risks that undermine the social climate and productivity.
It is imperative for any organization to understand that PSR prevention is not simply a legal obligation, but a lever for overall and sustainable performance, with a positive impact on engagement, retention, and employer branding. At Daesign, specialists in digital experiential learning, we are convinced that improving managers’ skills is the first and essential step in building a healthy corporate culture based on kindness and constructive social dialogue.
What role does management play in preventing psychosocial risks ?
The role of the manager is absolutely fundamental in the early detection, prevention, and management of psychosocial risks. As the front line of the company, the manager is the direct interface between the organization’s strategy and the team, which gives them a crucial responsibility in maintaining a positive and safe working environment. Through their daily practices, managers directly influence key factors such as workload, employee autonomy, recognition, and the quality of interpersonal relationships. Appropriate management training, incorporating an immersive e-learning module, for example, provides executives with the tools they need to exercise greater discernment in situations that could potentially generate stress and conflict. Management must become a model of enlightened leadership and active support, capable of transforming organizational constraints into constructive challenges.
What are the three main types of psychosocial risks ?
Although psychosocial risks are multifactorial and often interconnected, they are generally classified into three main categories that illustrate the diversity of threats to employees’ psychological health. Understanding this typology is essential for effective and targeted prevention, enabling concrete actions to be taken at the team and individual levels. These risks should never be taken lightly, as their persistence can lead to serious situations such as professional exhaustion or burnout, requiring specific and often complex support.
Stress at work
Work-related stress occurs when the demands of the job exceed the employee’s ability to cope, often due to excessive workload or a lack of control and autonomy in performing tasks. This permanent imbalance generates chronic tension that affects physical and mental health. Managers have a role to play here in regulating the organization, ensuring that objectives are distributed fairly and realistically and that employees have the necessary resources and support. It is important to note that Daesign offers digital learning solutions to address these issues within the framework of QWL and CSR.
Internal violence
Internal violence includes moral or sexual harassment, as well as recurring and unresolved conflicts within the team or between colleagues. It is directly linked to a poor working environment and a lack of dialogue and respectful communication. Managers must be the guardians of the workplace, establishing clear rules, encouraging mutual respect, and intervening firmly and quickly at the first signs of trouble. Proactive management prevents tense situations from escalating into harmful practices that can lead to isolation and suffering.
External violence
External violence comes from outside the organization, involving, for example, customers, users, or patients, and particularly affects professions in direct contact with the public. These situations can cause high levels of stress and a feeling of insecurity. Managers must play a supportive and protective role here, offering a space for listening after the event, adapting working arrangements where possible, and reporting problems to the organization so that safety measures and training in managing difficult situations can be put in place.
The four fundamental pillars of management: how to strike a balance in preventing psychosocial risks ?
To effectively prevent psychosocial risks and improve collective performance, management must be structured around four fundamental pillars. By mastering these areas, managers can move from simply executing tasks to becoming true advocates for well-being and health in the workplace.
Managing the organization and workload
This pillar concerns the manager’s ability to structure the team’s activities in a logical and balanced way. It involves ensuring that the workload is manageable, that objectives are clear, and that employees have the necessary autonomy to organize their tasks. Managers must be able to open up dialogue about constraints and difficulties encountered, adjusting priorities to avoid exhaustion and feelings of injustice, which are major psychosocial risk factors. Good management practice involves regularly assessing the feasibility of tasks.
Team leadership and communication
Managers must be excellent communicators and outstanding team leaders, creating a climate of trust and transparency. Communication should not be one-sided, but should encourage expression, debate, and regular feedback. By encouraging open discussion and managing conflicts impartially, managers strengthen team cohesion and prevent misunderstandings. It is essential that everyone feels free to express themselves without fear of judgment.
Individual support and listening
This pillar focuses on the manager-employee relationship and the human dimension of work. Managers must develop their active listening skills to identify signs of distress (stress, fatigue, isolation) and offer appropriate support. This does not mean replacing a healthcare professional, but rather acting as a liaison to existing support systems within the company. A good manager is attentive to the individual, not just to performance and results.
Development and recognition
Recognition is a powerful motivator and a protective factor against psychosocial risks. It should be formal and informal, regular and sincere, focusing on effort, skills, and results. In addition, managers must ensure that their employees have opportunities for training and professional development, giving them prospects for advancement. By investing in CSR fundamentals and skills development, the company and its management demonstrate that they value their talent and are committed to a shared future.
In conclusion, management is the cornerstone of any approach to preventing psychosocial risks. Caring, trained, and structured management not only ensures compliance with legal obligations, but above all guarantees employee fulfillment and better long-term performance for the organization. At Daesign, we support you in transforming your management practices through learning programs that place experience at the heart of your management teams’ skills development.
