What are we talking about?
Psychosocial risks are health risks that arise from the way work is organized, experienced, and shared. The standard definition, proposed in 2011 by the expert panel chaired by Michel Gollac, describes them as risks to mental, physical, and social health caused by employment conditions and by organizational and relational factors that may interact with mental functioning.
In concrete terms, these include, for example, an excessive workload, excessive working hours, a lack of autonomy or support, team tensions, a lack of recognition, a loss of meaning, or uncertainty about the future. These are not “individual problems”; they are characteristics of work that the organization can address.
In Switzerland, SECO and the cantonal authorities address these issues as part of efforts to protect workers’ physical and mental health. Stress, burnout, and violations of personal dignity—such as harassment—are included in this scope.
A Comprehensive Overview
In December 2024, the National Institute for Research and Safety (INRS) in France published an update on the epidemiological evidence regarding the effects of psychosocial exposures in the workplace. It was authored by Stéphanie Boini and R. Colin of the Department of Occupational Epidemiology, as well as by V. Langevin and M.-A. Gautier of the Department of Medical Studies and Assistance.
The authors compiled systematic reviews and studies published over a twenty-year period, drawing in particular on a meta-review of 72 reviews with meta-analysis. Exposures are classified according to the six categories of psychosocial risk factors defined by the expert panel chaired by Michel Gollac:
1. work intensity and hours
2. emotional demands
3. lack of autonomy
4. deterioration of social relationships at work
5. value conflicts
6. job insecurity.
For each link, the authors indicate a level of certainty—ranging from the highest to “not established”—based on the number and quality of studies supporting it. Effects on mental health—but not only that. The most striking finding can be summed up in one sentence: psychosocial factors affect the body as much as they do the mind. The review identifies links to four major categories of health problems:
- Mental health: depression, anxiety, burnout, sleep disorders, use of psychotropic medications
- Musculoskeletal disorders, particularly back pain
- Cardiovascular diseases, including ischemic heart disease and strokes
- Workplace accidents.
Here are a few examples, as summarized by the INRS:
Other links remain less well studied or have not yet been established at this stage, particularly those involving certain risk behaviors, metabolic syndrome, or adverse pregnancy outcomes. The authors make this point clear: this is also what lends their work its strength.
Factors that work together
Psychosocial factors rarely act alone. Two models, widely used in research, describe the most harmful combinations:
- “job strain” (Karasek model): high psychological demands combined with little leeway
- the imbalance between effort and reward (Siegrist model): significant investment that is not recognized in terms of pay, esteem, or career prospects.
In both cases, the review identifies increased risks for mental health issues, musculoskeletal disorders, cardiovascular diseases, and workplace accidents.
The authors call for further research: a more thorough examination of the duration of exposures, their evolution over time, and multiple exposures—that is, the combination of psychosocial factors with other occupational, physical, or chemical risks. This is precisely what we encounter in the field.
What This Means for Businesses in Switzerland
In Switzerland, employers must protect the physical and mental health of their employees (Art. 6 LTr, Art. 2 OLT 3), as well as their personal dignity (Art. 328 CO). Psychosocial risks are therefore part of risk assessment, just like noise or chemicals.
The INRS summary provides three very concrete lessons for management and HR:
1. A matter of overall health. A complaint of back pain, an accident, or a prolonged absence may have a psychosocial component. Treating each problem separately risks overlooking their common cause.
2. The organization comes before the individual. The authors emphasize that perceived stress depends on how work is organized. Stress management training has its place, but it is no substitute for addressing workload, autonomy, support, and recognition.
3. Social support as a lever. An accessible manager, a supportive team, and genuine recognition of work accomplished are not mere “bonuses”: their absence is a documented risk factor.
Our Perspective
At IHST, these findings confirm what we observe when working with teams: behind an injury, an absence, or an accident, there are often several work-related factors at play. That is why our integrated approach connects all aspects of work (health, ergonomics, organization, relationships, safety) and is grounded in the reality of each group.
Research provides us with guidelines; the field tells us where to start. Our role is to connect the two, and then to verify over time that the measures taken are actually making a difference.
Sources
- Boini S., Colin R., Langevin V., Gautier M.-A. (2024). Effects of Psychosocial Exposures on Employee Health. An Update on Epidemiological Knowledge. Occupational Health References, No. 180, TP 57, pp. 97–111. INRS.
- INRS (2025). Psychosocial Risks at Work and Their Effects on Employee Health, press release.
- Boini S. (2025). Psychosocial Risk Factors and Their Effects on Health: Current State of Knowledge, 10th Annual Conference of the Paris East Institute for Occupational Health, November 20, 2025.
- Gollac, M. (ed.) (2011). Measuring Psychosocial Risk Factors in the Workplace to Manage Them, report by the Expert Panel on Monitoring Psychosocial Risks in the Workplace. Definition adopted by the French civil service.
- Canton of Fribourg, What Are Psychosocial Risks?
