Mental stress in the workplace arises from working conditions and the way work is organized. This includes, for example, high time pressure, frequent interruptions, unclear responsibilities, conflicts within the team, or a lack of autonomy.

It’s important to note that psychological stress is neutral at first. It’s a natural part of any job and can even be motivating (the so-called “sweet spot”).

It only becomes a problem when stress levels are consistently too high or when employees lack the resources to cope with it.

As part of the risk assessment for psychological stress, therefore, the focus is not on evaluating individual employees, but rather on systematically analyzing working conditions within the company. The goal is to identify stressors at an early stage and to develop appropriate measures to improve working conditions.

Yes. The risk assessment for psychological stress is mandatory for employers. Since 2013, the psychological risk assessment (PGB or GB Psych) has been regulated by Section 5(3)(6) of the Occupational Safety and Health Act (ArbSchG) and is therefore required by law. That provision expressly stipulates that employers must also take psychological stress at work into account as part of the risk assessment.

This requirement applies regardless of a company’s size and covers all workplaces and activities. Regulatory agencies and workers’ compensation associations are also increasingly checking whether companies take mental health risks into account in their occupational safety and health practices.

Companies must not only conduct the analysis but also develop appropriate measures and document the results. A structured risk assessment of psychological stress therefore not only ensures better working conditions but also provides legal certainty in occupational safety and health.

The risk assessment for psychological stress follows a clear and systematic procedure based on the general risk assessment process.

Typically, the process involves the following steps:

1. Preparation and Definition of Work Areas

2. Identification of psychological stress factors, for example through employee surveys, workshops, or structured analytical methods

3. Evaluation of the results to identify critical stress points

4. Identification of appropriate measures to improve working conditions

5. Review of the Effectiveness of the Measures Implemented

The key here is a practical implementation that both meets legal requirements and fits the reality of the company.

In a risk assessment of psychological stress, various workplace factors that may affect employees' psychological well-being are systematically examined.

Typical areas of investigation include:

• Work organization (e.g., workload, time pressure, interruptions)

• Job Content and Responsibilities (e.g., responsibilities, autonomy, monotony)

• Social Relationships in the Workplace (e.g., teamwork, leadership behavior)

• Work environment (e.g., noise, distractions, ergonomic conditions)

• Work Schedule Arrangements (e.g., shift work or constant availability)

This structured approach makes it possible to identify key sources of stress within the company that often go unnoticed in day-to-day work.

A risk assessment for psychological stress is not only a legal requirement, but also offers companies tangible operational benefits.

A systematic analysis of working conditions can help:

• - To reduce absences and absences due to illness

• - to identify organizational weaknesses early on

• - to improve teamwork

• - To increase employee satisfaction and motivation

• - To support managers in creating healthy working conditions

Companies benefit in two ways: They fulfill their legal obligations regarding workplace safety while also laying the foundation for healthy, productive, and stable teams.