Why assessing and managing psychosocial risk is vital

UK legislation requires employers to ensure workplaces are physically and psychologically safe (Health and Safety at Work Act 1974; Management of Health and Safety at Work Regulations 1999). Yet only 41% of employers are aware of this duty, and over half have not conducted a psychosocial/ stress risk assessment in the past three years (Personnel Today, 2025).

Beyond compliance, identifying and addressing the causes of stress and mental ill health at work, in other words taking a preventative approach, delivers results. Deloitte (2024) found that doing so can generate an ROI of up to £6.30:£1, compared with £4.70:£1 for wellbeing interventions overall. With mental ill health costing UK employers an estimated £51 billion annually, managing psychosocial risk is not only a legal requirement but a proven business strategy. It supports early identification of stress, gives employees a voice, and reduces burnout, absence and turnover.

What are psychosocial risks?

Psychosocial risks are factors that influence how workers psychologically respond to their job and work environment (HSE). These could include factors to do with how work is designed and organised (e.g. high workload, low autonomy) or the social relationships at work (e.g. poor managerial support, bullying).

Multiple psychosocial risk frameworks guide organisations: global (ISO 45003), country specific (HSE Management Standards), legislatively guided (SafeWork Australia), and sector-specific models. These differ in the number and types of psychosocial risk included. At Affinity Health at Work, we have developed the Affinity Working Well Framework, covering eight categories of psychosocial hazard and aligned with global legislation and standards (read more here).

Identifying and managing risk

Choosing the right assessment approach is critical. Key considerations include:

• Method: Whilst surveys reach many employees efficiently, reviewing existing organisational data or conducting facilitated discussions can be equally valuable.

• Scope and reach: Decide whether a local, project-level or full organisational assessment best suits your needs.

• Framework: Base your decision on consideration of your employee's legal context, sector/organisational and location risks and prior organisational practice (enabling comparisons).

• Tools: Options range from standardised measures (e.g. HSE Management Standards) to tailored bespoke approaches.

• Depth: Decide whether to assess risks alone, risks plus outcomes (capturing impact of risk on outcomes such as wellbeing, performance), or also evaluate the effectiveness of existing controls (through awareness of and engagement in activities).

It is vital to spend time planning up front to ensure that the risk assessment will meet the needs of the organisation and multiple stakeholders, that there are adequate resources, and that the focus is not just on identifying, but also managing risk.

Five key pitfalls — and how to overcome them

1. Lack of leadership buy-in

Without senior support, resources and action are unlikely. Communicate the legislative requirement, business benefits (considering a range of messages based on stakeholder group) and links to organisational strategy and objectives to secure commitment

2. Low employee participation

Poor engagement undermines results. Build a communication plan early utilising a range of techniques and mediums, make participation accessible (e.g. during work hours), and emphasise confidentiality

3. Failure to share results

If findings are not fed back, employees feel unheard and trust declines. Commit to communication timelines, allow questions, and use expert support to communicate results openly and appropriately.

4. Stopping at identification

Risk assessments must lead to action. Treat the process as a programme not an assessment - with commitment to improvement and action, governance and accountability built in.

5. No evaluation of actions

Failure to monitor effectiveness damages credibility and can harm wellbeing. Schedule follow-up check-ins (which can be informal), plan follow up assessments and adopt a 'test and learn' approach to actions taken, iterating based on feedback.

Where to go for support

At Affinity Health at Work, we have supported organisations globally with psychosocial risk assessments for nearly 20 years, using both standardised surveys and bespoke methods. In the past two years alone, we have worked with over 30 organisations worldwide.

Great resources are also available from institutions such as the HSE (guidance here) and SafeWork Australia (guidance here).

To talk to experts about anything to do with psychosocial risk assessments, please contact us on hello@affinityhealthatwork.com

Author: Dr. Rachel Lewis

Citation: Lewis, R. (2025) Assessing and Managing Psychosocial Risk. Affinity Health at Work.