PSRs

Having faced them directly, indirectly, or even in their personal lives, leaders and managers can no longer ignore the reality of Psychosocial Risks (PSRs).

Both because of the significant individual suffering these situations can cause, and because of the financial, reputational, and even legal risks they represent for organizations.

While many companies now implement prevention measures—awareness campaigns, training, psychological support hotlines, occupational health services—

one key factor often remains underestimated in addressing PSRs: organizational culture.

• Is there space for vulnerability in your company?

• Can it be spoken of? Heard?

• Are there leaders who are recognized for openly sharing their own moments of vulnerability—failures, doubts, or mistakes—with their teams?

• Is the feedback culture truly developed—and does it go beyond downward feedback during performance reviews?

• Are strategic transformations and reorganizations systematically supported on the human side? If so, how?

  
  

Because PSR prevention starts there.

One group is particularly at risk: silent talents.

Indeed, in every transformation or high-pressure period, silent talents are the ones most often relied upon—either by direct request from the organization or because of their deep commitment to its success - as they are known for their competence, reliability, unwavering commitment and team spirit.

As a consequence, they are most exposed to potential PSRs such as burn outs— but also to disengagement or departure if they do not feel sufficiently recognized for the .

Identifying and supporting silent talents during times of change is a foundational pillar of any effective PSR prevention strategy.