"Everything was fine... until this e-mail"
"It was a Friday evening, almost the end of the day.
An e-mail arrived in my inbox, subject: "Reorganization - impact on your job".
In three lines, my whole world collapsed. I froze in front of the screen, unable to breathe. I reread the e-mail ten times. At 6:12pm, my professional life was no longer the same."
- Anonymized extract from a call to our hotline
In the workplace, there are critical moments that can turn an employee's mental health upside down. These trigger events can lead to burn-out or deep psychological distress. This article will help you, as HR or QHCT manager, to spot these weak signals and intervene before they break.
A sudden but rarely unpredictable shift
In most cases, psychological distress does not appear overnight.
It builds up slowly, often in silence.
But for the person experiencing it, there's often a precise moment when everything changes: a triggering event that acts like the last straw.
It can be :
- a poorly-publicized reorganization,
- a scathing remark in a meeting,
- an exploding conflict,
- or announcing a goal that seems unattainable.
For HR and QWC managers, spotting these critical moments is essential. Because that's often when you can intervene before the break.
Periods of transition can weaken reference points and increase psychological vulnerability. When they occur rapidly or in quick succession, they can lead to insecurity, confusion and passive resistance. Alice, psychologist with the Pros-Consulte network.
HR decryption: when the triggering event reveals an already present fragility
Our psychologists, who answer calls on our helpline every day, see a recurring pattern:
- An underlying fragility already exists, often discreet: overload, team tensions, feelings of isolation, lack of recognition...
- A triggering event acts as a catalyst: the person can't take it anymore. It's "one incident too many."
- The absence of immediate support amplifies the crisis: when management or HR don't intervene quickly, the risk of psychological collapse increases.
To remember:
It's not the event alone that creates distress, but the combination of a weakened terrain and a brutal trigger.
Three common triggers to watch out for
Sometimes invisible triggers can lead to burn-out, a hasty resignation or prolonged sick leave.
1. Poorly announced organizational decision
Mergers, restructurings, tool changes... When communication lacks clarity or transparency, fear takes over.
Real-life example:
"I found out I was changing managers through a group email.
I felt like a pawn, not a person."
According to Alice, the triggers are not always immediately visible. So it's essential to encourage a culture of listening, prevention and open dialogue.
2. Significant interpersonal remark or conflict
A single sentence can be deeply hurtful, especially if it comes from a superior. In an already tense context, it can be experienced as a challenge to one's self-worth.
Open conflict, mistrust and disrespectful behavior lead to anxiety, isolation and loss of confidence.
Real-life example:
" In a meeting, my manager said in front of everyone:
"Frankly, I wonder what you're good for in the team." I felt like disappearing."
3. Sudden and unrealistic pressure
When unattainable goals or unrealistic deadlines are announced, the person may feel trapped and lose all sense of control.
Real-life example:
"One Friday evening, I was given a project to deliver on Monday morning.
I worked all weekend. Monday lunchtime, I cracked."
Signals to spot immediately after the triggering event
Thefirst few days after a turning point are crucial. An employee in distress may show discreet signs, such as:
- Repeated absences or sudden lateness,
- Short or unusual messages in written exchanges,
- Sudden drop in involvement or, on the contrary, sudden hyperactivity,
- Visible isolation: no more shared lunch breaks, camera always off on video,
- Unusual emotional reactions: irritability, crying, anger
- Cognitive disorders: repeated forgetfulness, errors, concentration difficulties, etc.
Tip for managers:
It's not the sign itself that should raise alarm bells, but the change in behavior.
A meticulous employee who starts making mistakes or forgetting important information sends out just as strong a signal as one who suddenly isolates himself.
When a manager is close to his teams in the field, he can more easily detect signs of malaise or change. At a distance, they must rely on regular work assessments to spot any signs. In this case, it is essential to talk to the employee concerned, not to judge him or her, but to assess his or her level of well-being at work and identify his or her needs. Furthermore, a conflict or exclusion within the team may reveal a deep-seated malaise, and not simply personal incompatibilities.
The EPIC tool, presented in Episode 1, remains a reference for structuring this observation.
Taking into account to protect teams and the company
A triggering event unaccompanied by the company will affect the employee's health.
According to Alice, a psychologist at Pros-Consulte, the signs of unhappiness at work can be mental: anxiety, loss of confidence, burn-out. And also physical: chronic fatigue, frequent backaches or headaches, cardiovascular problems. Often, the first signs are physical, especially if the employee is in denial. Apathy, over-investment, pain, fatigue or sadness can reveal distress. For fear of judgment, some prefer to keep quiet, but this often makes the situation worse. It's essential to keep listening, to open a dialogue with kindness, and to recognize suffering to prevent more serious consequences.
Beyond the human impact, the company's performance and reputation may also be affected.
- They can lead to unanticipated departures, as well as successive sick leaves which slow down production and impact on team morale, thus resulting in a loss of key skills.
- They undermine collective trust and increase turnover.
- They can give rise to legal risks if the company is accused of failing in its duty of prevention.
Preventing these crises means protecting both employees and the organization.
Find out more about the employer's legal obligations and responsibilities: RPS prevention - Ministry of Labor
Intervening after a tipping point
In the event of a triggering event, a rapid, well-structured response can prevent the situation from escalating.
Here are some ideas for action:
Create a space for immediate discussion
The manager can offer a confidential one-to-one interview. The aim is to listen to the person's feelings, recognize the emotional impact and clarify information to avoid misunderstandings.
Mobilizing internal and external resources
The manager or human resources department can offer the employee psychological support: a helpline, physical contact with a psychologist, occupational medicine. Temporary arrangements can also be considered (workload, deadlines).
Ensuring long-term follow-up
You can schedule regular check-ups with the employee to assess his or her state of health and mental workload. The aim is not to let the person become isolated. You can also offer mentoring or discussion forums.
Taking action before the breakup
The company can also prevent triggering moments, thanks to certain tools:
- Train local managers to detect signals and manage turning points.
- Prepare sensitive announcements (reorganizations, job changes) with a humane and transparent communication plan.
- Offer an external hotline so that employees can talk freely.
- Set up work-related discussion forums to prevent tensions from arising in the first place.
It is essential to make employees aware of the tools available to prevent psychosocial risks, so that they can take charge of their own well-being and become more attentive to warning signs. This means identifying contact people, places to listen and suitable means of expressing difficulties at an early stage. This information must be passed on before any crisis occurs, as prevention is more effective than emergency intervention. Regular training in occupational health, in the same way as first aid, can reinforce this approach. - Alice, psychologist with the Pros-Consulte network.
Would you like to equip your HR teams and managers to prevent psychological breakdown after a triggering event?
We can help you deploy concrete solutions tailored to your organization.
