Assessing and preventing psychosocial risks: a practical guide for businesses

1. Why talk about psychosocial risks today?

Well-being at work has become a major challenge for companies, not only to meet their legal obligations, but also to attract, retain, and mobilize talent. However, psychosocial risks (PSR) remain a worrying reality: chronic stress, isolation, mental overload, internal conflicts, and even a loss of meaning can have serious consequences on employee health and collective performance.

On a human level, psychosocial risks can lead to burnout, absenteeism, anxiety, and depression. On an organizational level, they are associated with increased turnover, social conflict, demotivation, and sometimes even workplace accidents. Finally, indirect costs (loss of productivity, disorganization, replacement costs) weigh heavily on competitiveness.

In France, the assessment of occupational risks, including psychosocial risks, is a legal obligation . The French Labour Code (Articles L. 4121-1 et seq.) requires employers to take all necessary measures to ensure the safety and protect the physical and mental health of workers. These measures include:

• risk prevention,

• information and training,

• the establishment of an organization and appropriate means.

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This approach must be formalized in the Single Document for the Assessment of Professional Risks (DUERP) , which is updated regularly. Since the 2022 reform, this document must also serve as support for a multi-year prevention action plan.

Therefore, assessing psychosocial risks is not an option: it is a legal obligation, but also an opportunity for positive transformation of the organization and the quality of life at work.

2. Understanding Reference Models: Karasek and Siegrist

To understand psychosocial risks, several scientific models are used in practice. Two of them stand out for their robustness and accessibility: the Karasek model and the Siegrist model .

Karasek's model: balancing demand, autonomy and support

Developed in the 1970s, the Job Demand-Control-Support model highlights the importance of three dimensions:

• Psychological demand : workload, time pressure, task complexity.

• Decision-making latitude : autonomy, ability to organize one's work, use of one's skills.

• Social support : quality of relationships with colleagues and management.

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According to Karasek, a position is particularly at risk when demand is high, but decision latitude and social support are low. This “Karasek triangle” helps identify situations that generate chronic stress and unhappiness.

The Siegrist Model: Effort and Reward

Siegrist's (1996) effort-reward model is based on a simple logic: an imbalance between the efforts made by the employee (commitment, responsibilities, personal investment) and the rewards received (salary, recognition, development prospects) leads to stress that is harmful to health.

This model highlights recognition as a central factor: it is not enough to reduce the workload, it is also necessary to value the efforts made.

Why are these models useful for businesses?

These questionnaires are excellent diagnostic tools . Popularized and adapted, they allow:

• to objectify the feelings of employees,

• to detect weak signals,

• to feed the DUERP,

• and above all to guide prevention actions.

They do not replace social dialogue, but they are an effective lever for it.

3. Methodology for evaluating RPS in the company

Implementing a psychosocial risk assessment process requires combining methodology, listening, and collective commitment. Here are the main recommended steps:

Step 1: Form a project group

Management involvement is essential, but it is equally important to involve staff representative bodies , the HR department, the occupational physician and, if possible, field employees. This group ensures the legitimacy of the process.

Step 2: Identify risk factors

We can use different tools:

• Standardized questionnaires (Karasek, Siegrist, COPSOQ, INRS RPS-DU).

• Individual interviews (HRD, general management, staff representative bodies, unions, etc.) and group interviews to gather perceptions.

• Analysis of indicators (absenteeism, turnover, accidents, sick leave, results of internal surveys).

In any case, it is strongly recommended to call on specialized resources external to the company to guarantee the neutrality of the reading of the results and compliance with the GDPR when recovering the standardized anonymized questionnaires.

Step 3: Analyze results and prioritize risks

The data collected is put into perspective with the organization of work: processes, management, material conditions. The objective is to prioritize risks according to their severity and frequency.

Step 4: Integrate into the DUERP and define an action plan

The identified RPS must be recorded in the DUERP , then translated into prevention actions. These actions can be organizational (adjustment of workloads, clarification of roles), managerial (training of supervisors), or collective (improved communication, discussion spaces). In all cases, working groups with company personnel must be formed to involve all volunteer staff in the process.

Practical case: a struggling service SME

In a company with 80 employees in the service sector, a questionnaire inspired by Karasek revealed:

• high psychological demands linked to tight deadlines,

• low decision-making latitude,

• social support limited by very vertical management.

Consequences: increase in absenteeism and turnover of 25%.

Action plan implemented:

• setting up autonomous teams to better distribute the load,

• training managers in active listening,

• friendly moments to strengthen cohesion.

Result: 15% reduction in absenteeism in one year, and improved employee satisfaction.

4. From prevention to quality of life at work (QVT/QVCT)

Assessing psychosocial risks should not be limited to avoiding harmful situations. It is also an opportunity to promote quality of life and working conditions (QVCT) , now integrated into social dialogue in France (ANI 2013, extended by the 2022 reform).

QVCT: a positive approach

QVCT aims to create an environment where employees feel useful, listened to, and recognized. It relies on several levers:

• Social dialogue and participation : involving employees in decisions that concern them.

• Recognition : valuing individual and collective successes.

• Work organization : balance between demands and resources.

• Work-life balance : flexibility, right to disconnect.

Inspiring example: an industrial company

In a factory of 300 employees facing high turnover, a diagnosis using the Siegrist model highlighted a major imbalance: a lot of effort (shift work, production requirements) for little recognition (few prospects for advancement).

Actions implemented:

• creation of a collective recognition system (celebration of objectives achieved),

• internal training courses to facilitate promotions,

• development of moments of exchange between management and teams.

In two years, turnover has dropped from 18% to 9%, and the company has become more attractive.

5. Conclusion – Take action now

The assessment and prevention of psychosocial risks are at the intersection of several issues: legal, human, and economic. They represent a sustainable investment that contributes to social performance and competitiveness.

In summary:

• It is a legal obligation : all employers must include RPS in the DUERP and implement prevention actions.

• It is a human issue : preserving the psychological health and development of employees.

• It’s an opportunity : to develop the quality of life at work, strengthen commitment and retain talent.

The first step is often the most difficult, but it can be simple: form a project group, administer an initial questionnaire (Karasek or Siegrist), analyze the results and initiate dialogue.

Evaluating psychosocial risks isn't just about avoiding discomfort: it's about building a more human, more resilient and more efficient organization.