Preventing Psychosocial Risks at Work Through Organizational Culture

Author: Adelaide Vautier

Employers around the world are increasingly having to deal with mental health issues at work. Providing a healthy work environment that supports mental health and offers professional development opportunities has become critical to retaining talent. The recent update to the occupational health and safety regime by Commission des normes de l'équité, de la santé et de la sécurité du travail (CNESST) requiring a psychosocial risk assessment in the workplace and taking action on these risks demonstrates the societal challenge involved.

Taking action to foster psychological wellbeing at work is more than just providing mental health resources through a comprehensive Employee Assistance Program (EAP). It must go further and promote psychological health as one of the core aspects of organizational health, on the same footing as financial health. To that end, we believe that organizational culture is one of the most important drivers of change. This article explores how organizations can reduce psychosocial risks every day to foster sound mental health in the workplace.

Understanding psychosocial risks

There are many types of psychosocial risks. They're defined as the factors that can affect mental health, such as a difficult workload, lack of control over tasks, unclear roles, poor work-life balance or strained relationships between co-workers. According to the International Labour Organization (ILO), anything in the design or management of work that increases stress can be considered a psychosocial risk factor.¹

Some of the most common psychosocial risks include:

• Job role and task design: Lack of variety, underuse of skills or the lack of meaningful objectives can lead to employee burnout.
• Workload and pace: Excessive workloads and inflexible shift hours contribute significantly to stress levels.
• Job control: Limited autonomy over allocated projects can cause feelings of helplessness among employees.
• Interpersonal dynamics: Strained relationships with co-workers or supervisors can result in a hostile work environment.
• Organizational culture: A culture that lacks clarity and support can intensify feelings of loneliness and anxiety.

The consequences of prolonged exposure to these risks can manifest as both psychological issues (e.g., anxiety and depression) and/or physical health problems (e.g., cardiovascular disease).² The World Health Organization (WHO) estimates that up to 12 billion workdays are lost due to depression and anxiety, resulting in a trillion dollars loss of productivity per year.

However, employers can still take proactive steps to reduce the presence of these factors in the workplace.

Practices to reduce psychosocial risks

Addressing psychosocial risks requires a proactive approach.

These key practices can effectively reduce the prevalence of these risks and foster sound mental health among employees:

• Encourage open communication: Create an environment where employees feel safe to voice concerns about their workload or workplace stressors without fear of reprisal, thanks to a sense of psychosocial security. This sense of security not only reduces the impact of certain risk factors, but also promotes a learning environment that serves as protection for employees.
• Provide training for managers: Equip managers with the tools to recognize early signs of employee stress and burnout so they can act swiftly. Providing training to raise awareness about mental health and how to intervene as a manager with a distressed employee allows managers to offer support and direct their employees to the resources they need, in addition to creating a more compassionate work culture.
• Encourage team collaboration: A strong team spirit can buffer the effects of workplace stress. Peer support is one of the most important protection factors in the workplace, significantly reducing isolation and anxiety.
• Encourage a healthy work-life balance: Taking a break or a vacation lets employees separate themselves mentally from the workplace and get back on track. It also helps them set boundaries between their job and their personal life. Flexible hours and remote work options can help employees better manage their personal responsibilities and thus reduce the stress associated with certain aspects of work-life balance.
• Perform a comprehensive risk assessments: To clearly establish which aspects of the job are significant psychosocial risk factors, employers need to investigate at an early stage. Then they can take action on the right factors and ensure a return on investment in mental health.

The role of managers and senior executives in supporting distressed employees

The management team also plays a critical role in shaping workplace culture. The team's approach to and awareness of mental health issues have a significant impact. Equipping senior management with the right tools and knowledge will help create a nurturing work culture where employees feel valued, heard and understood.

On a day-to-day basis, managers can take action on:

• Recognizing signs of distress: Senior managers must include mental health awareness in the company's strategic directions and commitments. This awareness includes training themselves and their direct reports to recognize subtle but unusual changes in behaviour or performance that could suggest an employee is struggling with mental health difficulties.
• Offering resources and support: Managers should be familiar with the psychological wellness tools at their employees' disposal, such as EAPs, counselling services or external consultants. Encouraging employees to seek professional help shows that wellbeing is a priority.
• Creating an inclusive environment: Inclusivity reduces feelings of isolation, particularly for employees from minority groups. A culture of respect and equality helps minimize the psychosocial risks associated with exclusion or discrimination and strengthens solidarity among the members of an organization.
• Setting an example: Managers who prioritize their own mental health send a clear message to the wider company. By taking time off when needed, managing stress proactively and seeking support, managers can set a positive example for the rest of the workforce.

The scope and limitations of the team manager's role in supporting mental health

Managers are the first to be involved in day-to-day interactions and are the first point of contact when employees are struggling. Support from managers is seen as a key protection factor, since they can quickly provide support to their employees when needed.

Here are some of the things managers can do:

• Assess and address psychosocial risks: Managers should regularly evaluate their employees' work environment for potential stressors and act as quickly as possible if there are potential conflicts.
• Monitor and adjust workloads: Adjust workloads and clearly define roles and responsibilities, if necessary. Too much work can lead to burnout and a sense of not having the skills to do the job. Conversely, an employee who feels his or her skills are underused may also be at risk of developing burnout. An appropriate and stimulating workload will strengthen employee motivation and engagement on a day-to-day basis.
• Encourage mental health conversations: By taking the pulse of their employees and checking in on their overall wellbeing, managers can normalize these conversations and help reduce stigma. Managers must uphold a culture of openness, encouraging employees to voice concerns and seek help without the fear of judgment or prejudice.
• Promote preventive measures: If managers promote the company's wellbeing initiatives and commit to them, it will in turn result in employees' commitment to take care of their health. The result? A better return on investment.

For companies that want to leverage their talent and remain competitive, fostering psychological health at work isn't just a legal obligation but a business imperative. The first step for organizations looking to prioritize employee wellbeing is to update management practices by revisiting and reshaping company culture. A culture that includes mental health among its values will achieve better employee satisfaction, engagement and productivity, thereby increasing profitability and reducing the long-term costs resulting from poor mental health at work.

Gallagher offers an integrated approach to support organizations in preventing the impact of psychosocial risks. Our team of consultants can assess psychosocial risks in your organization and help you develop a culture of sound mental health at work.