RPS reporting in the public service: instructions for use

Since the framework agreement of 22 October 2013, the obligation to prevent psychosocial risks is no longer reserved for private companies. Indeed, the public service must put in place plans to prevent psychosocial risks starting this year. To implement a prevention plan, the framework agreement details several steps that must be followed.

Initially, each public employer will have to carry out diagnostic phases psychosocial risks, presented and debated within the SCSCT. These diagnostic phases should be started in 2014 and completed in 2015. Diagnostics should be based on an observation of real work and on a number ofmetrics (absenteeism rate, staff turnover rate, rate of visits upon request to the preventive doctor, rate of violence against agents, etc.) as specified in the framework agreement.

In a second step, these diagnoses, since they constitute an element of occupational risk assessment, must be integrated into the Single Occupational Risk Assessment Document (HARD). It will then serve as the basis for local prevention plans, which should be drawn up as early as 2014, and completed in 2015, with the assistance of the CSSCTs. Beyond diagnoses, two days of training are planned for the actors of the process, including at least one in 2014 for the members of the CSSCT.

QualiSocial is already supporting several public institutions in the implementation of a plan to prevent psychosocial risks such as the town hall of Puteaux or Eau de Paris. We also offer the setting up an RPS audit for public service organizations. For any information, do not hesitate to ask our experts.

Identifying PSRs in the public service

For effectively prevent psychosocial risks (RPS), it is essential to know how to identify warning signals, whether individual or organizational.

Agents exposed to PSR may present personal manifestations of discomfort, such as:

• Chronic stress : irritability, nervousness, or difficulty managing daily tasks.
• Persistent fatigue : physical and mental exhaustion, even after a rest.
• Social isolation : gradual withdrawal of interactions with colleagues or avoidance of collective discussions.

Beyond individual protests, PSRs can affect organizational structure and result in:

• Increased absenteeism : increase in sick leave or unjustified absences.
• High turnover : frequent departures of employees due to a work environment perceived as harmful.
• Recurring conflicts : tensions between teams, exacerbated by poor communication or lack of resources.

The combination of these signals may indicate a risky situation that requires rapid intervention.

Who can report an RPS situation?

Reporting PSR in the public service can come from a variety of actors, each playing a crucial role in detecting and resolving these situations.

The agents themselves: those first affected by RPS are often in the best position to report the problems they encounter. They should be encouraged to express themselves freely about their feelings and difficulties, without fear of reprisals.

Colleagues: colleagues may observe unusual behaviors or signs of distress in an employee. Their role is to alert the competent services or hierarchy in a caring and proactive manner.

Trade union representatives: the mission of these actors is to defend the rights of agents and to ensure their working conditions. They can act as a mediator to report an RPS situation and propose solutions.

The manager or line manager: managers have a direct responsibility for team management and the prevention of PSR. They should be alert to weak signals, such as a change in attitude or a drop in performance, and react quickly by using available resources, such as the human resources department or the occupational physician.

The steps for reporting an RPS

Preparing the report

Effective reporting is based on thorough preparation. Before submitting any information, it is important to:

Identify facts and gather evidence:

For the report to be taken into account, it is essential to document the concrete elements related to the RPS situation. This may include:

- Written exchanges : emails, messages, or notes that reflect a recurring problem or tension.

- Testimonies : statements by colleagues or collaborators that confirm the facts.

- Specific events : detailed description of specific incidents that generated stress or conflicts.

- Evaluate the impact on health and work: Describe how the situation affects the person concerned (stress, fatigue, absenteeism) and the possible repercussions on their professional activity (reduced performance, disengagement). This assessment will allow the competent services to better understand the seriousness of the situation.

How do I report an RPS in the public service?

Reporting a PSR in the public service follows specific procedures to ensure that the situation is dealt with quickly and effectively.

Send a report to the competent department: agents can turn to:

• The human resources department, which is often the first point of contact for issues related to working conditions.
• The Occupational doctor, which can intervene on occupational health issues.
• The CHSCT (Health, Safety and Working Conditions Committee), responsible for assessing risks and proposing corrective measures.

Les procedures for reporting RPS:

• Writes : letter or form describing the situation in detail, often recommended to trace the steps.
• Oral : direct reporting during an interview or meeting, in particular with the line manager.
• Anonymous or nominative : depending on the needs and the level of trust, reporting may be completed without disclosing the identity of the reporter, although this may limit the investigation.

When an agent decides to report an RPS situation, their rights must be strictly respected to ensure a safe and fair process.

• Protection against retaliation: agents are protected by law against any act of discrimination, punishment or intimidation following a report. This protection is intended to encourage a culture of transparency and safety.
  
  
• Confidentiality of the information transmitted: the information in the report must be kept confidential. This includes the names of the individuals involved, the facts reported, and any sensitive data. This rule ensures that agents do not suffer negative consequences as a result of their approach.
  
  

Support systems after a report

After receiving an RPS report, the public employer is responsible for implementing concrete actions to protect the agents concerned and prevent new risky situations.

Step 1: internal investigation to assess the situation

• Analyze reported events and gather additional information.
• Identify psychosocial risk factors in the work environment.
• Propose appropriate recommendations to remedy the problems identified.

Step 2: adjustment of working conditions if necessary:
Depending on the findings of the investigation, adjustments can be made to improve the working conditions of agents, such as:

• A reorganization of tasks or schedules.
• Modifying the work environment to reduce sources of stress.
• The establishment of mediations to ease interpersonal tensions.

These measures aim to restore a healthy working climate and to protect the mental and physical health of employees.

Step 3: psychological and medical support

In addition to organizational actions, individualized support systems must be offered to affected agents.

• Les psychological listening cells allow agents to express themselves about their experiences in complete confidentiality.
• The occupational physician plays a key role in evaluating the impacts of RPS on the health of employees and can recommend appropriate solutions.
• Les social workers help agents overcome personal or professional difficulties related to RPS, in particular by referring them to specific support services.
• Les prevention counsellors intervene to identify the root causes of psychosocial risks and propose targeted action plans.

By combining concrete actions and personalized support, these systems contribute to the resolution of risky situations and the well-being of agents, while strengthening long-term prevention.

Preventing PSR in the public service: best practices

Preventing RPS is based on increased awareness and adapted training. Train agents and managers makes it possible to better understand psychosocial risks and to adopt behaviors that promote a healthy work climate. Managers thus learn to identify signs of stress or discomfort in their teams, while agents are better equipped to recognize risky situations and react appropriately.

Prevention campaigns, for their part, play an essential role in disseminating this knowledge to all employees. They can take different forms: educational materials, interactive workshops or days dedicated to well-being. The aim is to create collective awareness about the importance of mental health in the workplace.

Improvement of working conditions

The improvement of working conditions is another crucial lever. A first line of intervention consists in balancing workloads in order to limit situations of overload, which are often a source of stress or exhaustion. An equitable distribution of tasks is essential to maintain an acceptable level of pressure and maintain the commitment of agents.

Second, effective internal communication and strengthened social dialogue contribute to the prevention of tensions. By establishing regular discussion spaces, managers can listen to teams' concerns and respond quickly to identified issues. Dialogue with union representatives also makes it possible to anticipate conflicts and to develop solutions adapted to the specific nature of the situations encountered.

These practices, when implemented consistently, contribute to creating a more serene work environment that is conducive to the well-being of agents, while reducing psychosocial risks in a sustainable manner.