RPS/QVCT: what are we talking about?

Psychosocial risks

To begin with, psychosocial risks are risks to the mental and physical health of workers. These include stress, burn-out, harassment, physical or verbal violence...

Psychosocial risks are a major issue for organizations. The consequences are numerous: increased absenteeism, lower productivity and commitment, poor working atmosphere, increased sick leave. That's why it's in every organization's interest to take action to prevent them.

Quality of life at work

Then there's QWL. The conditions in which employees perform their work and their ability to express themselves and act on its content determine the resulting perception of quality of life at work (ANI - June 2013). Note that since March 31, 2022, in the French Labor Code, quality of life at work has become quality of life and working conditions.

QWL includes various elements. For example: recognition at work, professional equality, work/life balance, career development, etc.

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Preventing RPS in favor of QWC

Firstly, it should be noted that PSR prevention and the QWL approach are similar. However, QCVT is a more global approach.

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Preventing RPS means taking action to protect employees' physical and mental health, which could be damaged by stress or internal or external violence. Taking a QWL approach means rethinking working conditions, in order to create a climate of well-being for employees.

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The two approaches are not substitutes for each other. To be able to set up a QWC approach that works, and to facilitate its implementation, upstream prevention of RPS is essential.

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The prevention of RPS is an obligation for the employer, enshrined in the French Labour Code (article L4121-1). Indeed, it is the employer's duty to protect workers' physical and mental health. This means implementing risk prevention measures, and providing training and information to employees.

RPS and QVCT: two similar approaches

The process is similar for both approaches:

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Design the approach, by setting up a steering committee. The committee is made up of volunteer workers, management, employee representatives and health professionals (such as the social worker). It will decide on the action plan to be implemented, with the aim of making the approach sustainable. Throughout the process, an occupational psychologist can provide expert support.

Analyze. Here, we seek to understand what exists, what works well and, conversely, what can be improved.

Prioritize and implement the action plan. This involves prioritizing the topics that emerged from the analysis.

Monitor actions. This step enables you to assess the effectiveness of the actions you've taken, and adjust them if necessary.

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For this approach to be successful, two elements are essential:

Total commitment from the company's management. Indeed, it must be the driving force behind the process, and be convinced of its merits. Otherwise, the process is likely to fail, with negative consequences such as frustrated employees.

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Co-construction: The approach must be participative, i.e. it must involve the whole company. Management, managers, employees: all hierarchical levels need to feel involved and integrated, in order to promote the sustainability of actions. This co-construction takes place at the analysis stage, for example, in the form of a workshop. Employees are listened to to understand their needs. Then, when the action plan is drawn up, employees are also invited to express their views on the priority actions to be implemented.

Finally, we can say that a QWC approach complements the RPS prevention approach.

The two approaches are complementary. Together, they help to improve health and safety in the workplace.