Markets are constantly evolving, demanding ever more adaptability and flexibility in increasingly shorter timeframes. Advanced technologies are creating new work organisations centred on reactivity. A service economy also leads to more conflictual relationships. Today, companies face numerous sources of workplace unhappiness and may be responsible for them.
Even though companies must now comply with legal obligations to prevent psychosocial risks, it is crucial that they work in depth on the causes of distress related to their activity. Indeed, work-related stress leads to significant costs, both in health expenses and in decreased performance and productivity.
Distress in the Workplace: Definition and Causes
Distress in the workplace is a form of mental suffering directly linked to the professional environment. It is a state of discontent that settles in over time and can be caused by various factors related to working conditions, occupational risks, stress, and sometimes harassment.
This phenomenon is characterised by a set of negative emotions and tensions that persist in the professional setting. It can manifest in different ways, ranging from intense and permanent stress to deeper feelings of frustration, isolation, or demotivation.
The causes of distress at work are multiple and may include:
- Excessive workload
- Lack of recognition
- Difficult social relationships with colleagues or superiors
- Boredom or feeling of uselessness at work
- Fear of losing one's job
- Inadequate working conditions
Work-related stress can affect the quality of professional life, motivation, and productivity of employees. In the most severe cases, it can lead to professional burnout or other mental and physical health problems.
Distress in the Workplace: Symptoms and Repercussions
Work-related stress, an insidious condition that can go unnoticed as it affects us, can manifest in various ways depending on the individual. Psychological symptoms may appear such as stress, anxiety, irritability, loss of motivation, or difficulty concentrating, but also physical symptoms such as intense fatigue, sleep disorders, digestive issues, headaches, pain, and hypertension.
The repercussions on work and individuals' health are multiple:
- Decreased productivity and involvement
- Unusual absenteeism
- Relational difficulties with colleagues or superiors
- Professional disengagement
- Increased risk of depression
- Professional burnout
- Various psychosomatic disorders
- Increased consumption of alcohol, tobacco, or medication
How to Express Distress at Work?
Expressing your distress at work is an important step in improving your professional situation. Here are some tips to do it constructively:
1) Prepare: Clearly identify the problems and their impacts on you and note concrete examples. You can also start looking for potential solutions.
2) Choose the right person to talk to: your superior, human resources, a staff representative, or occupational health.
3) Choose the right time and place: during a private interview and outside periods of work overload.
4) Express yourself professionally: remain as objective as possible, express your feelings using "I" without pointing fingers at anyone.
5) Be precise and factual: give concrete examples and indicate the impacts on your well-being and work.
6) Propose solutions: be proactive and suggest achievable improvements.
7) Listen and be open to dialogue: be receptive and show your willingness to collaborate.
8) Document exchanges and keep a written record of decisions made.
9) Ensure follow-up by proposing regular exchanges to evaluate progress.
You can also consider other resources if necessary: unions, mediators, professional coaches, or psychologists. Remember that asking for help is a sign of strength, not weakness. Your health and well-being are important, and it is legitimate to seek to improve your professional situation.
What to Do When Facing Distress in the Workplace
For companies, it all starts with a genuine willingness to accept questioning the functioning of their organisation.
It is therefore imperative to examine the changes that have occurred within the structure. Is the absenteeism rate rising, do employee complaints always concern the same department, does the turnover tend to increase? All these elements must be listed, preserved, and regularly measured. It is also advisable to question employees to gauge the different sources of distress they face on a daily basis. Anonymously passing a satisfaction and motivation test to all employees can thus help gauge the overall work climate.
This questionnaire can be improved by adding burnout or professional exhaustion tests during annual interviews, for example. Using these tests regularly will help the company identify the sources of distress, allowing them to implement the right solutions and see how they're working.
Using these tests regularly will help the company identify the sources of distress caused by the activity, enabling them to implement appropriate solutions and measure their progress.
In parallel, it is essential to train managers to detect early signs of distress. Improving working conditions, including a balanced workload and a better work-life balance, is paramount. Recognition of work accomplished and appreciation of employees' efforts greatly contribute to their well-being. The employer can also set up psychological aid and support services, thus demonstrating their commitment to the mental health of their collaborators.
The prevention of psychosocial risks, such as chronic stress or interpersonal conflicts, must also be an integral part of the company's strategy. This involves listening to complaints, acting quickly to solve problems, and promoting good working relationships within teams.
Finally, the employer can consider solutions for workstation adjustment or work organisation when necessary, and implement actions aimed at globally improving the quality of life at work. This holistic and benevolent approach can significantly reduce work-related stress and promote the professional fulfilment of employees.
