As an Independent Workplace Ombuds who deals with psychosocial risks in the workplace daily, I’ve seen firsthand how these issues can impact individuals. Left unaddressed, they can escalate into significant challenges that affect mental health, productivity, and overall workplace harmony. Early intervention is critical, and with the right support and strategies, many of these risks can be managed effectively before they become full-blown problems.
What are psychosocial risks?
Psychosocial risks refer to the elements of work design, organisation, and management that can negatively affect an employee’s psychological health and well-being. Common issues include:
- high job demands
- low job control,
- inadequate support, and
- experiences of interpersonal conflict (including bullying or harassment).
These risks can lead to stress, anxiety, depression, and even physical health problems.
Identifying the signs
Recognising the early signs of psychosocial risks is essential for timely intervention.
Some common indicators include:
- An increase in complaints or formal grievances from employees which may indicate underlying psychosocial issues.
- A reduction in participation in team activities or social interactions which may indicate underlying disengagement.
- Employees becoming overly sensitive to feedback or criticism might be experiencing elevated stress or anxiety levels.
- A general decline in team spirit or enthusiasm can be a sign that psychosocial risks are affecting the workplace culture.
- A rise in mistakes or errors in work output may be linked to stress, fatigue, or distraction due to psychosocial factors.
- Strong resistance to organisational changes or new processes might indicate underlying stress or insecurity among individuals.
Early intervention strategies: Ombpoint case studies
Early intervention can make a significant difference in preventing psychosocial risks from escalating.
As an independent workplace ombuds service, Ombpoint has guided individuals on how to manage the following challenges. All names have been changed.
Case study 1: Dealing with micromanagement
Carlos reached out to Ombpoint feeling overwhelmed and demoralised by their manager’s constant micromanagement. They felt that their autonomy was being undermined, leading to frustration and disengagement at work. Our trusted Ombpoint Adviser suggested the following strategies to help them regain a sense of control and confidence:
- Setting boundaries: Carlos was encouraged to have an open conversation with their manager to express the need for more autonomy in completing tasks. The Ombpoint Adviser helped them prepare by role-playing the conversation, focusing on constructive language that emphasised mutual goals.
- Clarifying expectations: Carlos was advised to seek clarity on their manager’s expectations, suggesting a regular check-in meeting where they could outline their progress and receive feedback, to reduce the need for constant oversight.
To build confidence, Carlos was guided to document their work processes and achievements, providing evidence of their capability to work independently. This also served as a tool to demonstrate their efficiency and reliability in the regular check-ins with their manager.
Case study 2: Managing team conflict
A newly promoted manager, Marion, contacted Ombpoint, concerned about escalating conflict within her team. The tension was affecting team dynamics, and Marion felt caught in the middle. Our trusted Ombpoint Adviser provided the following strategies to help Marion address the situation:
- Facilitating dialogue: Marion received coaching on how to initiate a team discussion that focused on shared goals and collaborative problem-solving. She was provided with techniques to encourage open communication and ensure that all team members felt heard.
- Establishing ground rules: The Ombpoint Adviser suggested that Marion propose the creation of team ground rules for communication and conflict resolution. This included setting expectations for respectful interactions and outlining steps for addressing disagreements constructively.
Recognising Marion’s relative lack of experience in a managerial role, the Ombpoint Adviser recommended she approach a trusted senior colleague or HR representative for support in facilitating the team discussion, to ensure that the conversation remained productive and focused on resolution.
Case study 3: Coping with unrealistic expectations
Mark reached out to Ombpoint feeling overwhelmed by the unrealistic expectations set by his manager, which included tight deadlines and a heavy workload that left little room for error. The pressure was causing him significant stress and anxiety. Our trusted Ombpoint Adviser provided the following strategies to help him address these challenges:
- Negotiating deadlines: Mark was advised to approach his manager with a well-prepared plan that outlined realistic timelines for completing tasks. The Ombpoint Adviser helped Mark practice this conversation, focusing on how to present their case logically and professionally.
- Task delegation: The Ombpoint Advisor recommended that Mark identify tasks that could be delegated to others within the team. He was coached on how to discuss delegation with his manager, ensuring that the most critical tasks received the necessary attention.
- Setting boundaries: Mark was guided on how to establish boundaries by communicating his capacity clearly to their manager. This included learning how to say no to additional tasks that could compromise his ability to deliver on existing responsibilities, with suggestions on how to frame this in a constructive manner.
Organisations can support their teams by ensuring that there are clear, accessible channels for employees to seek help and by fostering an environment where psychological safety is a priority. Ombpoint can provide employees with the tools and support they need to manage these risks in a confidential and safe space. Contact us today.
Holly Wilson | Ombpoint Adviser
