Psychosocial Risks: Which Sectors are Most at Risk?

Psychosocial risks exist in every workplace, but certain sectors present several factors that leave employees more exposed.

Since October 2025, Quebec employers have been required to integrate psychosocial risks into their occupational health and safety prevention program under Law 27. This requirement applies to all organizations, regardless of their size or business sector.

Some workplaces are nonetheless more vulnerable than others. The nature of the tasks, working conditions and the way activities are organized can combine to increase risk factors.

Why are some sectors more vulnerable to psychosocial risks?

Several sectors face specific constraints, including:

• healthcare and social services;
• education;
• construction;
• certain transportation jobs.

A 2025 overview published by the Direction régionale de santé publique de Montréal¹ found that 41.2% of workers in healthcare and social services reported high psychological demands, compared with 32.2% in education and 31.9% in public administration, based on 2020–2021 data.

This list is not exhaustive. Working conditions and the combined effect of several factors often contribute more to the level of risk than the sector itself.

Key factors to monitor include:

• excessive workloads and staffing shortages;
• non-standard shifts or extended working hours;
• high emotional demands;
• a feeling of constantly working under pressure;
• violence and uncivil behaviour;
• working in isolation;
• lack of recognition.

These issues vary by workplace. In healthcare, for example, staffing shortages can be compounded by the emotional demands of supporting patients and their loved ones in distress. In education, students’ difficulties and limited resources can also make daily work more challenging for some staff.

When these factors overlap or persist over time, employees face greater exposure to psychosocial risks.

How work is organized can make all the difference

The sector alone does not tell the whole story. Two companies with similar activities may face different challenges depending on how they organize their work.

Unclear roles and responsibilities, for example, can cause frustration and sometimes lead to duplicated effort. Work practices that have grown overly complex, along with unsuitable technological tools, can also make daily tasks more burdensome.

Addressing a perceived workload problem does not always mean adding resources. It also calls for a review of how work is organized: clearly defined roles, appropriate processes and streamlined working methods can significantly influence how employees perceive their workload.

Some workers are more vulnerable than others

Exposure to risks also varies from one role to another. Middle managers, for example, often find themselves caught between senior management’s expectations and the concerns of front-line teams. They must communicate and explain the organization’s direction, sometimes with limited information themselves.

Front-line staff members, meanwhile, interact directly with customers or service users and handle the difficult situations these interactions can bring. Other roles involve increased isolation: truck drivers and security guards, for instance, spend long hours working alone.

New employees are also more vulnerable. They are still getting their bearings and may not yet have established relationships with their colleagues.

Which warning signs should your organization watch for?

Several indicators should raise concern, including:

• rising absenteeism or employee turnover;
• more frequent conflicts
• psychological harassment complaints;
• grievances in unionized workplaces.

No single indicator provides the full picture. Low absenteeism, for example, does not necessarily signal a healthy workplace if turnover or conflicts are increasing. These signals must be considered together to gain a more accurate understanding of the situation.

How can you enhance prevention measures in high-risk workplaces?

The basic requirements remain the same across all sectors, but workplaces with high exposure need to intensify their prevention efforts.

Effective prevention starts with understanding employees’ day-to-day experiences. An assessment helps you identify the psychosocial risks present in your organization and determine where to focus your efforts.

Depending on your organization’s size and needs, possible approaches include:

• seeking input from employees and managers;
• using surveys or focus groups;
• observing employees at work to understand everyday challenges;
• holding health and safety meetings more frequently if needed;
• drawing up an action plan and tracking results;
• bringing in external expertise when circumstances warrant.

Small businesses do not always need a survey; a conversation with employees may prove more effective. Managers can also benefit from spending time on site to see first-hand the workloads and challenges their teams face.

Gathering information must be followed by action. Consultation quickly loses its value when the concerns raised go unaddressed.

Drawing up a list of psychosocial risks simply to meet new requirements is not enough. Prevention must also tackle their underlying causes, before problems become entrenched. Compensation and support remain essential for workers already experiencing difficulties, but they are no substitute for proactive intervention.

How can we help?

Our experts can help you better understand your workplace’s specific psychosocial risks, conduct an assessment and implement an action plan tailored to your needs.

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

 
 
¹ Direction régionale de santé publique de Montréal (2025). Portrait des risques psychosociaux du travail à Montréal, p. 3, table 1: “Les secteurs d’activité et les risques psychosociaux à Montréal.” Data from l’Enquête québécoise sur la santé de la population (EQSP), 2020-2021 (in French only).