Many companies know risk assessments from traditional occupational safety: noise, hazardous substances, accident risks. Less well known is that since 2013, German law explicitly includes psychological stress as well. Even so, many organizations have still not implemented this part, or only partially. Yet it is not only an obligation – it is also a real opportunity.
What is a psychological risk assessment?
Under the German Occupational Safety and Health Act (Section 5 ArbSchG), every employer must identify the hazards associated with work and derive measures from them. Since 2013, the law explicitly names psychological stress at work as a possible hazard (Section 5(3) No. 6 ArbSchG). Results and measures must be documented (Section 6 ArbSchG).
The perspective is key: what is assessed are working conditions, not people. The question is not who is “resilient”, but which features of work can lead to strain in the long term.
Who has to do it?
The obligation applies to all employers, regardless of sector or size – as soon as at least one person is employed. Small businesses, offices and practices are included. The labor inspectorates of the federal states and the statutory accident insurers can check implementation and order measures if shortcomings are found.
Stress is not the same as strain
The standard DIN EN ISO 10075-1 distinguishes two terms that are often confused in everyday language:
- Mental workload (stress) covers all external influences acting on a person – such as time pressure, interruptions or conflicts. The term is initially neutral.
- Mental strain is the individual effect of this workload, depending on personal resources. It can be stimulating, but can also lead to fatigue, stress or, in the long run, exhaustion.
The Job Demands–Resources model explains why the same workload affects people differently: what matters is the balance between demands and available resources such as autonomy or social support (Bakker & Demerouti, 2017).
Which factors are considered?
The recommendations of the German Joint Occupational Safety and Health Strategy (GDA) group psychological stress into four areas:
- Work content and tasks: e.g. autonomy, completeness of tasks, emotional demands
- Work organization: e.g. working hours, workload, time pressure, interruptions
- Social relationships: e.g. teamwork, leadership behavior, conflicts
- Work environment: e.g. noise, lighting, space, equipment
Increasingly, new forms of work are added, such as remote work, constant availability or digital collaboration.
Seven steps to a risk assessment
A seven-step approach has proven itself in practice:
- Define activities and areas: which workplaces or job groups are considered?
- Identify psychological stress: with surveys, observation interviews or facilitated workshops.
- Assess the stress: where is action needed, and where not?
- Develop and implement measures: focusing primarily on working conditions.
- Check effectiveness: have the measures improved anything?
- Update: when things change and at regular intervals.
- Document: record results, measures and reviews.
Common mistakes
- A questionnaire, but no measures: a survey alone is not a risk assessment. Without deriving and implementing measures, the effort is wasted – and employees’ trust declines.
- Focusing on the individual: stress management courses are useful, but they do not replace good work design.
- Forgetting participation: employees know their stressors best. Works councils have co-determination rights in how the assessment is designed.
- Once and never again: the risk assessment is an ongoing process, not a project with an end date.
More than an obligation: the benefits
Done well, a psychological risk assessment provides valuable insights into where collaboration, organization and leadership can be improved. It helps prevent absenteeism and turnover, strengthens employee health and shows that a company takes its employees’ experiences seriously (Bundesanstalt für Arbeitsschutz und Arbeitsmedizin, 2014).
Conclusion
A psychological risk assessment is mandatory for every employer in Germany – and, when implemented properly, an effective tool for organizational development. What matters is a structured approach, employee participation and, above all, measures that are actually implemented and reviewed.
Would you like to introduce or improve the psychological risk assessment in your organization? I support you with planning, surveys, workshops and developing measures. Learn more under Organizational Consulting & Diagnostics.
This article is for general information and does not constitute legal advice.
References
- German Occupational Safety and Health Act (Arbeitsschutzgesetz, ArbSchG), Sections 5 and 6, as amended. In particular Section 5(3) No. 6 (psychological stress at work, added in 2013).
- Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056
- German Federal Institute for Occupational Safety and Health (BAuA) (Ed.). (2014). Gefährdungsbeurteilung psychischer Belastung: Erfahrungen und Empfehlungen [Risk assessment of psychological stress: Experiences and recommendations]. Erich Schmidt Verlag.
- DIN EN ISO 10075-1:2018-01. Ergonomic principles related to mental workload – Part 1: General issues and concepts, terms and definitions. Beuth.