Psychosocial Risks: Where are the Blind Spots Within Organizations?

Less visible than physical risks, psychosocial risks can remain undetected for extended periods. How can organizations identify and prevent them more effectively?

When someone handles a hazardous substance or breaks an arm, the exposure to risk is obvious. Risks to mental health, however, are less visible. Sustained work overload, a lack of recognition or a feeling of isolation can develop gradually, without any specific event to pinpoint as the cause.

Psychosocial risks are also often multi-factor. Work overload, for example, can stem from a combination of complex processes, unsuitable technological tools, poorly defined responsibilities or inadequate management practices. Some organizations also lack data on their employees’ actual circumstances and the in-house expertise to identify and assess risks, even though these must now be taken into account in their prevention strategy.

Even an organization that makes employee health and safety a priority may therefore still have blind spots.

Risks that are harder to detect

Some risk factors are difficult to recognize because they have become part of everyday life. Those most likely to slip under the radar include:

• Isolation. Security guards, truck drivers and convenience store employees may spend much of their working day alone. Because working alone is inherent to these roles, its effects can easily be downplayed.
• The degree of autonomy. Having little leeway in organizing one’s work can become a source of frustration or stress. According to the 2020–2021 Enquête québécoise sur la santé de la population,¹ 41.9% of female workers in Montréal reported having little decision-making authority at work, compared with 32.6% of men. Conversely, some employees reported that they need closer supervision to carry out their responsibilities with confidence.
• Lack of recognition. An employee may carry out their duties for a long time without expressing dissatisfaction, until a certain threshold is reached.
• Remote work. While remote work offers flexibility, distance can sometimes make it harder to build relationships with colleagues and can increase a feeling of isolation. Maintaining regular interaction is therefore important, even when working remotely.
   

Subtle warning signs that should not be overlooked

Long before a problem becomes clearly apparent in human resources metrics, certain changes begin to show up in a team’s day-to-day interactions.

An employee who is usually engaged but becomes withdrawn, a drop in participation in meetings or growing cynicism, for example, are all worth paying attention to. An increase in errors or staff turnover is also a sign to watch out for.

Taken individually, these behaviours obviously cannot be used to conclude that a psychosocial risk is present. However, a marked change should prompt the manager to open a dialogue and seek to understand what is happening.

Consultation mechanisms have their limitations

Surveys and other consultation tools are valuable only if employees trust the process. Some may be reluctant to speak openly because they fear being identified or facing reprisals. Others may disengage when repeated consultations produce no visible change.

The gap between consultation and action matters too. A survey conducted in March may not lead to initial measures until several months later, when circumstances may already have changed. Ongoing dialogue, including conversations with managers, helps ensure that the assessment of psychosocial risks does not rely on a single tool.

Above all, consultation must translate into action. When an issue is raised, employees should be involved in exploring solutions. Those with first-hand knowledge of day-to-day working conditions are often best placed to propose practical improvements.

Managers play a key role in prevention

Managers are in a unique position. They must communicate senior management’s directives and rally their teams during periods of change that affect them too, whether these involve restructuring, new technologies or a climate of uncertainty.

Certain management practices can also exacerbate psychosocial risks. Micromanagement, vague expectations, a lack of recognition, an abrupt communication style or negative feedback without suggestions for improvement can, in particular, increase the pressure or uncertainty experienced by employees.

Managers also play a frontline role when difficulties arise. They are often the first point of contact for employees facing a difficult situation, and their reaction can be decisive. An inappropriate response can undermine not only the bond of trust with their team, but also trust in the organization.

Managers therefore need the right tools and support. Preventing psychosocial risks is not the sole responsibility of human resources or a health and safety committee. Managers must also be able to recognize warning signs, listen to their teams’ concerns and guide employees toward appropriate resources.

Is it really possible to eliminate all blind spots?

Zero risk does not exist. Even with effective prevention measures, no organization can anticipate every situation. The aim is to gain as accurate an understanding as possible of working conditions, address known risk factors and be ready to respond when problems arise.

Prevention operates at several levels. Where appropriate, risks should first be eliminated at the source. If they persist, appropriate preventive measures can help to minimize their effects. Support resources, such as an employee assistance program, must also be available when difficulties arise despite these precautions.

Blind spots will always exist. What matters is having the tools to identify them early and being ready to act when a risk emerges.

Ready to strengthen your approach to preventing psychosocial risks in your organization? Contact us!

 
¹ Direction régionale de santé publique de Montréal (2025). Portrait des risques psychosociaux du travail à Montréal, p. 2, figure 1: “Indicateurs RPS : Les femmes rapportent plus de risques que les hommes.” Data from the Enquête québécoise sur la santé de la population (EQSP), 2020-2021, Institut de la statistique du Québec (in French only).