What Are Psychosocial Risks at Work?
According to DIN EN ISO 10075-1, psychological stress is defined as "the totality of all assessable influences which come from outside and affect the individual psychologically". Crucially, psychological stress is value-neutral – it describes influences, not their consequences.
The key distinction: Psychological stress refers to external influences (e.g. time pressure, noise, conflicts), while psychological strain is the individual response to those influences (e.g. fatigue, anxiety). Risk assessments evaluate the stressors, not personal reactions.
Most Common Causes
The GDA guidelines define six design areas where psychosocial risks can occur:
- Work content: Time pressure, monotony, emotional demands, excessive responsibility
- Work organization: Frequent interruptions, unclear responsibilities, conflicting demands
- Working hours: Shift work, overtime, permanent availability, unpredictable schedules
- Social relations: Poor leadership, conflicts, social isolation, bullying
- Work environment: Noise above 55 dB(A), poor software, ergonomic deficits
- New forms of work: Remote work isolation, digital availability pressure, frequent change
Consequences of Unaddressed Risks
Mental health conditions are the third most common reason for sick leave in Germany. Average sick leave duration for mental illness: 39.4 days – more than twice as long as physical conditions. Economic cost: approximately 56 billion EUR per year (OECD).
At company level: increased absenteeism and turnover, declining productivity and quality, difficulties recruiting talent, and legal exposure under ArbSchG.
Legal Obligations
§5 para. 3 no. 6 ArbSchG requires all employers to systematically identify and assess psychosocial risks as part of the risk assessment process. Non-compliance can result in fines up to 30,000 EUR and personal liability for management.
Prevention Measures
Structural measures (changing working conditions) are more effective and sustainable: task rotation, clear responsibilities, flexible working hours, leadership training, and clear communication channels.
Behavioral measures (strengthening individuals) include stress management training, relaxation programs, and coaching. These should complement – not replace – structural changes.
