The prevention of psychosocial risks (PSR) raises a central question for organisations: when is the right time to act? Research in occupational psychology consistently shows that signals precede crises — subtle, sometimes diffuse, but measurable. This article presents three levers based on scientifically validated methodologies to structure a prevention approach.
What Research Tells Us: PSRs Do Not Emerge From Nothing
The Job Demands-Resources (JD-R) model, developed by Bakker and Demerouti and regularly updated — including a major revision in 2023 — is today one of the most robust and widely used frameworks in international occupational health research.
It distinguishes two broad categories of factors in any work situation: demands — physical, cognitive, emotional or organisational requirements that require sustained effort — and resources — levers that help achieve objectives, absorb demands and foster personal development (managerial support, autonomy, role clarity, recognition).
When demands are high and resources insufficient, the risk of exhaustion and disengagement increases. Conversely, strong resources produce a protective effect, even in the presence of a significant workload.
This model is directly applicable in practice: it enables organisations to analyse real work situations and identify priority areas for action, by distinguishing what generates tension from what protects and engages.
The Anact (National Agency for the Improvement of Working Conditions) complements this perspective by showing that objective indicators — absenteeism, turnover, internal complaints — are measurable precursors of PSR crises. An increase in absenteeism of more than 20% over a quarter, for example, is a signal that calls for an organisational analysis.
Lever 1 — Observe Factual Signals Before Interpreting
The demands and resources identified by the JD-R model are not abstract: they can be read in the data available on a daily basis in any organisation. The approach consists of observing facts before looking for causes.
Among the indicators to monitor in HR dashboards:
- Absenteeism rate by team, by period, by department — not only at the global level
- Frequency and nature of reported interpersonal conflicts (complaints, mediation requests)
- Unusual internal transfers, refusal of assignments, sudden requests for mobility
- Quality of output: repeated errors, non-conformities, operational incidents
- Participation in collective activities: meetings, working groups, Safety Days
These indicators, cross-referenced and put into perspective over time, make it possible to map the areas where demands exceed available resources — well before situations become critical.
Lever 2 — Open a Structured Dialogue About Real Work
The JD-R model identifies social support — from colleagues as well as management — as one of the most protective resources against work demands. In practice, this means that managers occupy a key position in the early detection of PSRs, provided they are themselves equipped for this role.
The manager’s role is not to address individual psychological situations, but to create the conditions for a professional dialogue about real work: what is happening in the team, what makes work easier or harder, and what each person needs to do their job well.
Simple questions, asked in the context of regular exchanges, open up this space:
- “How has this period been going for you within the team?”
- “Are there any aspects of your work that feel particularly challenging right now?”
- “Do you have what you need to do your job well?”
These exchanges produce results when they are regular, structured and free from immediate stakes. A monthly check-in, without a formal HR agenda, can create a space of trust that detects tensions well in advance.
Field studies show that organisations that have implemented monthly structured check-ins have observed a significant reduction in PSR-related sick leave, as well as greater employee participation in organisational adjustments.
C2D Prévention’s “Mental Health” workshop and Safety Leadership training incorporate these structured dialogue tools, adapted to the realities of frontline managers.
Lever 3 — Activate Collective and Legal Resources
The JD-R model places organisational resources at the heart of prevention. Among these are legal and institutional mechanisms available to every organisation.
The SDRPA (Single Document for the Assessment of Professional Risks) now mandatorily integrates psychosocial risks following the law of 2 August 2021 (art. L4121-1 of the Labour Code). Used as a management tool rather than a mere administrative formality, it makes it possible to structure a long-term prevention approach.
Other resources to mobilise:
- Occupational health services: a prevention partner upstream, before situations require curative intervention
- The OPRHP (Occupational Psychosocial Risk and Health Professional): an external expert who can conduct an in-depth diagnosis and equip internal stakeholders
- The Works Council (CSE): a collective prevention actor whose role can be fully integrated into the approach
The INRS states that PSR prevention is based on a collective approach centred on work organisation. It cannot be reduced to individual responses, but analyses working conditions as a whole: workload, room for manoeuvre, role clarity, quality of relationships.
What We Observe in the Field
C2D Prévention’s interventions cover a wide range of contexts: industry, services, local authorities, healthcare facilities. In each, organisations that sustainably reduce their PSR-related incidents share common characteristics:
- Visible management commitment to the prevention approach
- Managers who are trained and supported in their role — without being over-responsible
- Monitoring indicators shared among all stakeholders (management, HR, Works Council, supervisors)
- A culture in which reporting a difficulty is perceived as a collective contribution
In Conclusion
PSRs now have solid scientific frameworks for analysis and prevention. The JD-R model, the tools of Anact and INRS, the SDRPA strengthened by the 2021 law: these resources allow any organisation to build a structured approach, adapted to its realities, well before tensions become crises.
What makes the difference is consistency and continuity in implementation — driven by all the actors within the organisation.
Key Takeaways
- PSRs are preceded by measurable signals — absenteeism, conflicts, disengagement — that appear well before declared crises.
- The JD-R model distinguishes demands from resources: acting on PSRs means reducing the former and strengthening the latter.
- Managerial support is one of the most protective resources identified by research — provided that managers are themselves equipped and supported.
- The SDRPA has mandatorily integrated PSRs since the law of 2 August 2021: it is a management tool, not an administrative formality.
- PSR prevention is a collective and organisational approach — it does not rest solely on the individual responsibility of managers.
- Occupational health services, OPRHPs and Works Councils are institutional resources to be activated upstream, not only in crisis situations.
FAQ
What is the difference between PSRs and burnout? Psychosocial risks refer to all organisational factors likely to affect the mental and physical health of employees. Burnout is one of the possible consequences of prolonged exposure to PSRs — particularly when demands are consistently higher than available resources. Other manifestations exist: anxiety, psychologically-related musculoskeletal disorders, deep disengagement, repeated conflicts.
Is the manager responsible for the mental health of their team members? The legal responsibility for occupational health lies with the employer (obligation of result in terms of safety, art. L4121-1 of the Labour Code). The manager plays a detection and support role, but cannot — and should not — bear the burden of prevention alone. An effective approach relies on all stakeholders: management, HR, Works Council, occupational health services, supervisors. Placing excessive responsibility on managers without equipping or supporting them is itself a risk factor.
Where to start concretely with a PSR prevention approach? The starting point recommended by INRS and Anact is a situational diagnosis: analysing available HR indicators, gathering employees’ perspectives on their real work, and drawing on the 6 axes of the Gollac Report to ensure no risk factor is overlooked. This diagnosis must be collective and involve staff representatives. It forms the basis of the action plan to be integrated into the SDRPA.
Does the JD-R model apply to all sectors? This is one of the major strengths of the JD-R model: it was designed to apply to any type of position and organisation, regardless of sector. The nature of demands and resources varies across contexts (industry, healthcare, services, local authorities), but the analytical logic remains the same. Studies have validated its application in sectors as varied as healthcare, education, industry, financial services and the public sector.
What are the most reliable HR indicators for detecting PSRs? No single indicator is sufficient — it is their cross-referencing over time that makes it possible to identify significant trends. The most commonly used: disaggregated absenteeism rate by team and reason, turnover rate, number of internal complaints or mediation requests, results of workplace climate surveys, output quality indicators. Anact recommends establishing a PSR dashboard that is regularly updated and shared among prevention stakeholders.
Sources :
Bakker, A.B. & Demerouti, E. (2023). Job Demands-Resources Theory: Taking Stock and Looking Forward. Journal of Occupational Health Psychology.
Gollac, M. & Bodier, M. (2011). Measuring psychosocial risk factors at work in order to manage them. Report of the College of Experts, French Ministry of Labour.
INRS — National Institute for Research and Safety. Psychosocial risks: guidelines for prevention. www.inrs.fr
Anact — National Agency for the Improvement of Working Conditions. Preventing PSRs: methods and tools. www.anact.fr
Law no. 2021-1018 of 2 August 2021 to strengthen occupational health prevention. Art. L4121-1 of the Labour Code.
Demerouti, E., Bakker, A.B., Nachreiner, F. & Schaufeli, W.B. (2001). The Job Demands-Resources Model of Burnout. Journal of Applied Psychology, 86(3), 499–512.
Schaufeli, W.B. & Bakker, A.B. (2004). Job demands, job resources, and their relationship with burnout and engagement. Journal of Organizational Behavior, 25(3), 293–315.