Psychological hotline in business: what use, what purpose?

Psychological hotlines in companies: a tool at the service of the employee

In recent years, the psychological listening cells have multiplied in businesses, to the point that this phenomenon is becoming almost banal. But is it really trivial? Why has this practice been so trivialized?

Originally, these were innovative initiatives aimed at improving the well-being of employees, in addition to the company's internal resources. However, the 2008 law, which imposes on companies with more than 50 employees an obligation of “result” in terms of psychosocial risk prevention (RPS), has strongly developed the use of listening cells in France, sometimes giving the impression of a Fashion effect.

The central question remains: are these devices really useful The interests of employees, or are they above all a way for the company to “outsource” the management of human problems without taking responsibility for them?

A tool at the service of the employee... or the employer?

A frequent criticism of psychological hotlines Could they allow the company to clear customs of the suffering of employees, by attributing to the individual the responsibility for situations that arise from the collective (organization of work, load, management).

However, the primary aim of these devices is tertiary, that is to say curative : they are aimed at employees who are already suffering rather than intervening only preventively (primary and secondary levels). The cell can thus be a valuable tool for identify the sources of discomfort. However, the amalgam between support and instrumentalization is easy.

The question of Neutrality of the devices remains at the heart of the debates:

• Is the information collected Confidential and do they respect the rules of the CNIL?
• How is this information filtered before being passed on to the company?
• How do the devices coordinate with internal and external resources ?

Neutrality and respect for everyone's roles (preventers, HR, elected officials, occupational doctors, general practitioners) are decisive for avoid any drift. A situation in Brittany in 2008 illustrates this risk: a lack of coordination between a listening unit and the interprofessional medical team led to the intervention of the National Order of Physicians.

Since then, the recommendations for RPS have been clear: listeners should strengthen the link with the attending physician of the employees concerned. The “tertiary” function of cells, namely supporting people, is explicitly spelled out by law : “the cells [...] must be created in the sole interest of the employee and in the exclusive interest of responding to his suffering at work” (article 8).

QualiSocial applies these guidelines with its listening psychologists, establishing constructive relationships with occupational physicians for optimal coordination.

A hotline as a monitoring tool for companies

The listening cells also confront companies with their responsibilities. In fact, outsourcing the management of suffering involves make internal problems visible to a third party organization. Regular reports sent to management require management to recognize and take care of the difficulties revealed.

This transparency can therefore be beneficial : the hotline is becoming a tool for Vigilance and prevention, not only to support employees in distress, but also to improve work organization.

The neutrality of the systems is essential: each actor (psychologists, HR, staff representatives, doctors) must move forward in addition to the others, without substituting for them, and respecting the deontology.

A lever for the quality of life at work

Companies that set up a psychological hotline Can they really improving the quality of life at work of their collaborators. They thus offer:

1. Careful listening to employees in pain,
2. An opportunity to identify and resolve organizational issues,
3. Better coordination between internal and external actors.

For this tool to be effective, it is essential that everyone assumes their responsibility. Listening cells should not replace corporate responsibility, but complete its actions to build a healthy and sustainable work environment.