Psychosocial Risks: Management Best Practices to Adopt

Under Law 27, employers are required to prevent psychosocial risks (PSRs) in the workplace. However, in addition to this legal obligation, the law also provides the opportunity to review certain management practices and facilitate a proactive approach to the work environment, mobilization and the employee experience.

In October 2025, psychosocial risks became an integral part of occupational health and safety risk prevention measures in Quebec, on par with physical risk prevention measures. As an employer, you are now required to identify risks, engage your employees in seeking solutions, and introduce tangible measures to reduce risks.
You may well view this new requirement as an additional constraint. However, in reality, it gives you the chance to ask a vital question. Do your management practices contribute to creating a healthy workplace?

The minimum compliance trap

Psychosocial risks are much more than a wellbeing issue. They have a measurable impact on your company. Between 30% and 40% of absences due to illness and disability in OECD member countries can be linked to mental health issues. Furthermore, a work environment where stress and anxiety are the norm can also lead to a 1.4 to 4 times higher risk of workplace accidents, and increase the incidence of musculoskeletal disorders by between 1.5 and 4.

In light of the requirements of Law 27, you could react by drafting policies and procedures aimed at demonstrating that the required measures have been put in place, particularly in the event of a visit by the CNESST.

However, if these measures are simply shelved or either partially or not applied, they’ll have little impact on mitigating psychosocial risks. Occupational health and safety must not be viewed as a mere administrative requirement, but rather a true commitment on your part.

Effective management practices aim for tangible results such as reducing sources of stress, improving the work environment, boosting employee engagement and reducing absenteeism. So how can you turn policies into daily practice?

Which practices could allow you to prevent psychosocial risks?

In the workplace, prevention is an ongoing process throughout an employee’s career that begins as soon as they are hired. However, in order to take direct action, the first step should involve assessing the existing psychosocial risks in your organization. Good HR practices include:

1. recruiting staff members whose profiles best align with the position’s requirements; 
2. clearly outlining the work reality and primary constraints from the outset;
3. planning employee onboarding and integration to ensure they understand their role, priorities and available resources; 
4. helping employees to develop their skills as their tasks evolve; 
5. adjusting the workload and priorities where necessary; 
6. acting quickly where difficulties are detected rather than allowing them to take hold.

Let’s look at a practical example. A new employee joins your organization without a structured onboarding process. They haven’t fully grasped their responsibilities, don’t know who to turn to for help and might not have even met their manager. As a result, they’re stressed and carrying a heavy mental load. In contrast, an employee whose onboarding was properly structured quickly finds their bearings and becomes independent faster.

Why do managers play a key role?

Policies become impactful when they’re put into practice on a daily basis and managers play a central role in preventing psychosocial risks.

However, successfully managing a team isn’t an easy task. Knowing how to clarify expectations, distribute the workload, provide feedback, recognize signs of difficulty and intervene in tense situations are all skills that managers must develop. Training managers rather than leaving them to learn on the job without support helps equip them to take proactive measures and support their teams.

Employees also benefit, since a healthier work environment fosters employee engagement and helps teams to function effectively.

How can you involve employees in the prevention process?

Law 27 also provides for employee participation in prevention measures. These mechanisms, which were previously mandatory in certain sectors only, have been extended to most workplaces. Organizations that employ 20 or more workers must establish a joint health and safety committee, while those with fewer than 20 employees must appoint an OHS representative.
In addition to meeting the legal requirements, this participation leads to a better understanding of what workers experience on a daily basis. Company leaders and managers don’t always have an overview of the challenges their teams face. Employees can contribute by:

• highlighting challenges that aren’t necessarily visible;
• better understanding what caused an issue;
• proposing solutions tailored to their reality;
• verifying whether the existing structures produce the desired results. 

How can we help you?

Our experts can support your business by:

• identifying psychosocial risks using a survey designed by occupational psychology professionals;
• drafting a targeted action plan based on your sector’s specific challenges;
• introducing the collaboration mechanisms required by law, such as a joint committee or OHS representative;
• developing training programs and policies tailored to your circumstances.

The goal is to focus on the challenges your organization faces in order to select measures that will have the greatest impact. 

Are you unsure about your new obligations under Law 27? Contact us.