A Six-Step Roadmap
The CNESST recommends a three-phase process supported by a six-step methodology, to be adapted to each organization’s context and sector:
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Engage the right stakeholders within the company and define a clear assessment method (by task, department, or job role).
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Identify and analyze risks using an appropriate framework and prioritization matrix. Depending on the organization's size and structure, this may involve interviews and/or surveys. Interviewers should have experience in organizational health and remain neutral, as recommended by INSPQ.
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Classify risks from level 0 (no risk) to level 3 (high risk), which must then be prioritized for action.
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Develop a prevention program and/or action plan with a realistic timeline and clearly assigned responsibilities.
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Plan and implement interventions, including:
- Primary prevention: eliminate risks at the source (e.g., workload redistribution, role clarification).
- Secondary prevention: raise awareness, provide training and coaching.
- Tertiary prevention: support recovery and prevent relapse (e.g., post-burnout reintegration). -
Implement, monitor, and adjust to ensure the effectiveness of measures, initiatives, and policies in creating a healthy, sustainable work environment.
Strategic practices to strengthen your approach
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Train managers on PSR prevention and healthy leadership practices before launching an audit.
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Involve employees in the process. Gather feedback to ensure your initiatives reflect real needs and foster engagement across teams.
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Evaluate existing practices around delegation, collaboration, two-way communication, and team trust.
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Strengthen recognition of both effort and results.
Pitfalls to Avoid
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Stopping mid-process: Identifying risks without acting erodes trust, undermines engagement, and increases the risk of legal sanctions.
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Lack of leadership or communication: Prevention isn’t just an HR or committee task. It requires clear communication and visible leadership at all levels.
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Over-focusing on individuals: Risks must be analyzed in relation to roles and structures—not just personal preferences.
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Favoring quick fixes over systemic change: One-off training won’t solve deep-rooted problems. Without structural adjustments, risks will persist.
Bill 27: What Every Employer Needs to Know
In today’s context, legal compliance alone no longer guarantees a healthy workplace. Key articles of Bill 27 clarify responsibilities related to psychological health and safety:
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Article 49: Employees also have a duty to protect their psychological health. This highlights that prevention is a shared responsibility.
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Article 51: Employers must consider the impact of domestic or family violence—even in remote work settings. This expands the definition of the workplace and requires actions that acknowledge how the private space may now overlap with professional life.
Strategic Insight: PSRs at the Heart of HR Governance
For boards of directors, executive teams, and ESG committees, this reform expands the employer’s scope of responsibility.
Effectively managing PSRs—well beyond legal compliance—can become a powerful lever for talent attraction, retention, collective performance, and even reputation risk mitigation.
In Conclusion
Implementing a rigorous PSR prevention strategy is not about checking a legal box.
It’s about unlocking a lever for organizational transformation and sustainable human capital development.
A question for leaders:
Do your HR governance processes reflect the real psychosocial climate experienced by your teams?
Is your management culture designed to prevent, or merely to react?
