Psychosocial risks and return to work-factorial

During this period of containment and remote work, company leaders and salaried partners had to show adaptability to overcome the difficulties. This unique health crisis redefines their interactions with the company and requires support and preparation. Without adequate precautions, the defeat and the return to work began from 11 May 2020 could actually lead to a development of psychosocial risks (RPS)

Summary:

Definition of psychosocial risks
What are the potential psychosocial risks to be taken into consideration?
What are the consequences of psychosocial risks for employees?
How to prevent risks when returning to work
A return of good mood

What are the psychosocial risks or RPS?

RPS is literally the acronym for «psychosocial risks». Represent Professional risks capable of deterioration of the psychological health of employees and their physical health. RPs are manifested by mental discomfort or physical suffering. Find the definition of the Ministry of Labor here.

In this difficult period, some psychosocial risks are likely to appear or increase by ten times.

What are the potential psychosocial risks to be taken into consideration?

During the containment, the challenge of companies was to maintain the employee’s activity as much as possible. The renovation of the organization, in particular for remote work, very often lacking anticipation and the changes were able to cause psychological risks and weaknesses in some : increased stress, increase in fatigue, isolation, boredom, social breakage, feeling of anxiety and for the most serious cases of depressions.

But in a second step, the return to work also contributes to amplifying these psychosocial risks. Work relationships have been drastically modified and some employees may have difficulty finding their new place within the company. An erosion of professional ties can occur and new tensions may appear.

The welcome of visitors is also a new source of anxiety. The fear of being contaminated or contaminating others can develop in some subjects a difficult stress to control.

How to prevent psychosocial risks when returning to work?

The return of employees in activity must be carefully supervised by the company and its managers.

A personalized welcome from every employee

Each employee has its own feeling of the period of containment that has been imposed. Some were victims of the Coronavirus or found themselves in front of the disease through a loved one. The social distance and the absence of social contacts are also elements that can have a negative impact on psychological health and the recovery of work.

It is therefore essential to consider the entire situation capable of offering personalized supervision to each member of the company. In other words, A time of listening and analysis to detect everyone’s problems must be proposed to facilitate the return to business.

Analyze the experience of each confinement post

A large number of companies must adopt new organizational practices after the containment period. It is a great interest not to pretend that nothing had happened and explain the contours of tomorrow’s companywhile developing a post-deconfine evaluation.

For example, this may be subject to:

• Affirm the role of everyone in the company. Who was also forced to work remotely or on the spot.
• Enhance the efforts made during confinement.
• Recognize the commitment and autonomy that employees have expressed since the beginning of the health crisis.
• Identify the obstacles that have represented a problem and draw conclusions to create a more virtuous work organization.

Manager and human resources managers are important connections in psychological and physical health at work. In this delicate period, it is essential to identify signs of discomfort and demoralization.

The challenge is to maintain good communication between the teams and promote each employee’s personal commitment.

Be transparent on the economic and social consequences of the health crisis

It is a sure bet that employees are asking many questions after this decon period. Many wonder if the company will be able to face the challenge at an economic level or if the layoffs are expected to be foreseen shortly or medium -term.

For this return to work, the company must therefore provide employees with specific information on its economic future, renovation of the workforce and internal adaptations … once again, once, once, once, once, once, The goal here is to limit the feeling of insecurity.

It should not also be refused to admit that we have uncertainties and that the consequences of the disconnection can still evolve from week by week, month by month.

Back to work in a good mood

If the Coronavirus health emergency has sometimes been the work of exceptional manifestations of solidarity, unfortunately it is also the sign of a relationship with sometimes weakened.

In the business world, confinement and a return to modified work can be the cause of a drop in employees’ morality. Folded on yourself, fear for your health, loss of bearings, the company’s new environment can actually arouse fears, largely understandable.

The managers must therefore be there to support their employees during this transition and above all to guide through the «new normality».

More than ever, There are communications and listenings In order to guarantee a return full of motivation and good humor for you and your employees.

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