Psychosocial risk factors at work: A complete guide for companies

When we talk about psychosocial risk factors at work, we are not referring to personal problems of the collaborators. Rather, they are cracks in the design, organization, and day-to-day management that ultimately affect the mental, physical, and social health of the entire team.

These failures can generate stress, exhaustion, and a demotivation that, if not addressed, can spread throughout the office.

Understanding psychosocial risk factors

Imagine the foundations of a building. If cracks appear and no one pays attention to them, over time they will weaken the entire structure. Psychosocial risk factors are just that: often invisible cracks at the base of your company.

Although they are not visible at first glance, little by little they undermine the motivation, commitment, and overall performance of your people.

More than a dictionary definition, let’s think about everyday situations in an office in Mexico. They are those workloads that seem never-ending, the lack of clarity about what is expected from each role, or a leadership style that, instead of inspiring, generates uncertainty and distrust.

Addressing these factors is not just a legal obligation under the NOM-035. It is a strategic investment in the most important capital of your company: the people who make it work every day.

Why is it crucial to talk about this today?

The conversation about well-being at work has changed. It is no longer enough to offer a good salary; today’s teams seek environments where they feel safe, valued, and have a clear purpose.

Ignoring psychosocial risks has direct and measurable consequences for any business. We see it every day in the companies we collaborate with:

• Increases staff turnover: Collaborators who live under constant stress or feel unsupported are the first to seek new opportunities.

• Absenteeism skyrockets: Mental and physical exhaustion directly translates into more sick leaves and less presence in the office.

• Productivity plummets: A demotivated team makes more mistakes, loses initiative, and their overall performance collapses.

The reality in Mexico is compelling. A recent study revealed that a high percentage of workers are exposed to some level of psychosocial risk, and an alarming number of them showed serious exposure. These numbers are not an anecdote; they are a signal that the problem is widespread and requires immediate attention from team leaders and HR.

To understand the real extent, we have summarized the impact of the most common risks in the following table.

Impact of the main psychosocial risks

This table provides a quick view of how failures in work organization translate into direct costs for the company.

As can be seen, each risk has a direct echo in business indicators. They are not "human resources issues"; they are operational problems that affect profitability.

Understanding and actively managing these risks is a pillar of occupational health. It means moving from a reactive approach—only putting out fires—to a proactive culture that protects the team’s well-being from the root.

By demystifying this term, we lay the groundwork for creating a truly healthy and sustainable work environment. It is not about eliminating stress altogether, but about building an environment where challenges are manageable, leadership is positive, and everyone feels that their well-being matters. If you want to delve deeper into this topic, we recommend exploring what occupational health is and the role it plays in prevention.

Signs of alarm for the top 5 psychosocial risks

Identifying psychosocial risk factors at work is the first step. But the real skill lies in recognizing their symptoms in day-to-day life so that we can act in time.

These problems rarely announce themselves with a neon sign. Rather, they filter through subtle changes in behavior, in the team’s energy, and in dynamics that didn’t exist before.

As a leader or HR manager, your ability to read these signals is crucial. Below, we will break down the five most common risks in the Mexican work environment and the early alerts that will help you detect them before they become a crisis.

1. Excessive workloads

This is the most well-known villain of workplace well-being. It is not just about "having too much to do" but about that constant feeling of being under pressure that simply does not relent.

The signals are quite clear if you know where to look:

• Increased errors: People who are usually very detail-oriented start making oversights or delivering work of lower quality than usual.

• Irritability and cynicism: Negative comments or curt responses become the norm, even among collaborators who were previously the spark of the team.

• Out-of-hours work as the rule: You see team members connected or sending emails at all hours. Not as an exception, but as their new routine.

Consider Ana, a creative designer who always delivered her projects with impeccable quality. Recently, her proposals arrive just at the deadline and with obvious typographical errors. This change is not a lack of capability; it is a cry for help from someone who likely doesn’t have a minute to calmly review her own work.

2. Lack of control and autonomy

When people feel they have no voice or choice about how to do their job, motivation plummets. Micromanagement and distrust are pure poison for initiative.

See if you detect this in your team:

• No initiative: No one proposes new ideas or improvements. People limit themselves to executing orders passively, as if they were on autopilot.

• “Presenteeism”: Collaborators are physically at their posts, but their minds are elsewhere. They fulfill the schedule but do not contribute real value.

• Excessive dependence: They seek your approval for every tiny step, even in tasks they master. The fear of making mistakes paralyzes decision-making.

A team without autonomy is a paralyzed team. The lack of control creates a culture of dependence where creativity and problem-solving simply disappear.

3. Negative leadership

Bad leadership can contaminate the entire work environment in a matter of weeks. Lack of communication, favoritism, or complete absence of recognition are factors that pulverize trust and commitment.

Warning signs include:

• Increased gossip and rumors: When official communication is poor or unreliable, informal channels take over the environment, and misinformation reigns.

• Low participation in meetings: People appear apathetic, do not share opinions, and avoid eye contact with the leader. There is a silence that speaks louder than a thousand words.

• Formation of "silos" or subgroups: Teams divide, and collaboration between areas collapses. Everyone guards their trench.

4. Work-life imbalance

A culture that glorifies being "always available" is a time bomb that leads directly to burnout. Respecting personal time is not a luxury; it is a necessity to maintain high and sustainable performance.

Pay attention to these alerts:

• Frequent cancellation of vacations: Collaborators who postpone or cancel their days off because they feel they "cannot" disconnect.

• Constant mentions of fatigue: Phrases like "I’m exhausted" or "I didn’t sleep at all last night" become part of daily conversation, almost like a greeting.

• Little interest in social activities: The team shows clear reluctance to participate in integration events or celebrations. There’s simply no energy for more.

This imbalance is one of the main highways to burnout. To better understand its devastating consequences, we invite you to read our article about work-related stress and burnout, the silent epidemic of the 21st century.

5. Toxic work environments

This is the most dangerous risk. It encompasses destructive dynamics such as harassment, discrimination, or unfair competition. It directly attacks the psychological safety of individuals.

The signals here are serious and require immediate action:

• High turnover in a specific area: If a department or team has a constant brain drain, it is a giant red flag that you cannot ignore.

• Isolation of certain collaborators: You notice that a person is consistently excluded from conversations, meetings, or social activities of the team.

• Fear of expressing opinions: There is a palpable tension in the atmosphere where no one dares to disagree or raise a problem for fear of reprisals.

Recognizing these signals is not about looking for culprits. It’s about understanding what is happening beneath the surface to offer solutions that genuinely help your team recover and thrive.

How workplace stress affects productivity in Mexico

Work-related stress is not simply “feeling pressured.” It is the most direct, visible, and costly consequence of failing to manage the psychosocial risk factors at work. In Mexico, the problem has already reached critical levels and is no longer an individual concern; it has become a business challenge that directly impacts profitability.

We need to go beyond the idea that “stress is bad.” We need to understand how it translates into tangible losses. When collaborators live under constant pressure, their ability to concentrate, solve problems, and collaborate plummets. This wear and tear not only reduces one person's efficiency but also erodes the morale of the entire team.

The situation in our country is particularly alarming. According to recent data, about 75% of workers in Mexico suffer from work-related fatigue. That figure places us with the highest rate worldwide and makes it clear that action is urgent.

The direct connection between chronic stress and business outcomes

A bit of stress is normal in any job that challenges you. The real problem starts when it becomes chronic and transforms into something more serious, like burnout or generalized anxiety. It is precisely at that point where the impact on the company's indicators becomes evident.

The cause-and-effect relationship is undeniable and manifests in several ways:

• Low productivity: A stressed collaborator makes more mistakes, takes longer to finish their tasks, and their capacity to innovate goes to zero. The mental energy they should be using to create value is spent managing anxiety.

• Increase in sick leave and absenteeism: Chronic stress has very real physical consequences, from headaches and digestive problems to heart conditions. This translates into a clear increase in absences and medical leave.

• Loss of key talent: The best collaborators tend to be the most committed and therefore the most vulnerable to burnout. When the work environment becomes unsustainable, they are the first to seek opportunities in companies that do prioritize well-being.

This vicious cycle of stress and low productivity not only generates direct costs, such as paying for sick leaves or the expense of recruiting to replace those who leave. It also leads to hidden costs, such as the loss of institutional knowledge and damage to the employer brand's reputation.

Understanding work-related stress as a silent epidemic is the first step to combating it. It is not a personal weakness, but the result of a work environment that has already exceeded its people's capacity to adapt.

From individual burnout to organizational crisis

When a significant number of collaborators experience burnout, the problem stops being theirs and becomes a culture crisis. Demotivation spreads, affecting the work climate and how teams work together.

The long-term consequences can be devastating. An exhausted team cannot respond quickly to market changes or provide exceptional customer service. They simply do not have the energy.

In our experience, collaborating with companies across Mexico since 2019, we have seen how proactively addressing stress not only improves well-being but also completely revitalizes the culture. Recognizing that burnout is a systemic issue, not an individual failure, is fundamental. If you want to delve into how burnout is affecting Mexican companies, we recommend reading our analysis on 3 key facts about burnout in Mexico that you should know.

Managing psychosocial risk factors at work is not an option; it is a strategic necessity for any company that wants to be sustainable and competitive in today’s landscape.

A practical guide to implementing NOM-035

To many, the Official Mexican Standard NOM-035 sounds like just another bureaucratic requirement. But, in reality, it is a roadmap designed to build a better place to work. The first step to truly transforming your team’s well-being is to see it as an ally, not as a burden.

Its purpose is very clear: for companies in Mexico to actively identify, analyze, and prevent psychosocial risk factors at work. In short, it provides you with the tools to stop reacting to problems and start preventing them from the root.

With the entry into force of NOM-035-STPS-2018, a before and after was marked in how labor mental health is managed in the country. This regulation requires all companies, regardless of size, to take concrete actions to protect the balance of their collaborators.

The key steps for effective implementation

Adopting NOM-035 doesn’t have to be a headache. It can be summarized in a cycle of continuous improvement that protects both your people and your business.

1. Identify and analyze risks: The starting point is to apply the questionnaires provided by the standard. These surveys are like an X-ray: they will give you a clear diagnosis of how your team feels regarding workload, leadership, and the general environment.

2. Create an action plan: With the results on the table, the next step is to design prevention and control measures. It is not about fixing everything at once, but about focusing on the most critical areas revealed by the questionnaires.

3. Communicate and disseminate: It is essential that every person in the team knows the prevention policy. They should know who to approach if they face a risk situation and what mechanisms exist to support them. Clarity generates trust.

NOM-035 does not seek to assign blame but to find solutions. Its true value lies in using the data to open honest conversations about what can be improved and, above all, how to do it together.

This flowchart makes it very clear: it shows the path from identifying a risk to its consequences if not managed in time.

As shown in the image, unaddressed risks lead directly to stress, which in turn translates to very tangible losses for the company.

From questionnaires to real action

The real challenge is not applying the surveys, but knowing what to do with the information. The results are an invaluable guide for making strategic decisions that have a real impact.

• Did the workload come out high? It’s time to review the task distribution, evaluate if you need to hire someone else or implement tools that automate repetitive processes.

• Is leadership a weak point? It’s the perfect opportunity to invest in training for your managers, focused on effective communication, emotional intelligence, and how to provide recognition that motivates.

• Is there a lack of balance between work and life? You can explore flexibility policies, promote the right to digital disconnection, or set meeting schedules that are more respectful of everyone's time.

Implementing NOM-035 is an opportunity to listen to your team in a structured way and demonstrate through actions that their well-being is a priority. Instead of seeing it as a simple obligation, use it as a driving force to build a stronger, healthier, and more productive organizational culture.

If you are looking for more ideas on how to get started, our guide on preventing psychosocial risks offers practical and effective strategies that you can implement today.

Effective strategies to mitigate psychosocial risks

Knowing how to identify psychosocial risk factors at work is the first step, but true change occurs when we move from theory to action. It is not about implementing overly complex or costly solutions, but about making strategic adjustments in day-to-day life that reinforce the well-being and resilience of your team.

Here we share a set of concrete solutions, organized into four pillars, that you can start applying today to build a healthier and more productive work environment.

1. Improve work organization

Clarity and predictability are powerful antidotes against stress. When a person knows exactly what is expected of them and feels that the goals are achievable, anxiety decreases drastically.

• Define clear roles and responsibilities: Make sure that each team member has an updated job description that accurately defines their functions. This avoids task duplication and conflicts over "stepping on each other's toes".

• Set realistic and measurable goals: Objectives should be challenging but achievable. Use methodologies like OKRs (Objectives and Key Results) to align the team and provide visibility on progress.

• Distribute the workload evenly: Constantly monitor who is doing what. Project management tools can help you visualize each person's load and reassign tasks before someone reaches the breaking point.

2. Foster positive and close leadership

Leaders have a direct and profound impact on the work climate. Good leadership not only directs but supports, inspires, and protects their people.

Training your managers and coordinators in soft skills is one of the most profitable investments you can make.

A leader who knows how to listen, communicate empathetically, and recognize effort completely transforms the perception of safety and support within the team.

In our experience with various clients, we have observed that leaders who genuinely engage in the well-being of their people reduce turnover and increase commitment significantly.

3. Promote a balance between work and personal life

The culture of being "always connected" is unsustainable and leads directly to burnout. Promoting a healthy balance shows that the company values its collaborators as whole people, not just as workers.

• Implement flexibility policies: Whenever possible, offer options for flexible hours or hybrid work models. This autonomy allows people to better manage their personal responsibilities.

• Respect the right to disconnect: Establish clear policies regarding communication outside of working hours. Encourage leaders to lead by example, avoiding sending emails or messages late at night or on weekends.

• Encourage taking vacations: Actively promote that staff use their days off. A rested team is a more creative, focused, and productive team.

4. Create a tangible support environment

Finally, concrete wellness actions are what materialize the company's commitment. This is where corporate wellness programs play a tactical and highly impactful role.

Introducing active pauses for well-being, like corporate massages, is a direct way to combat stress and immediately improve the work climate. At Zen to Go, we have seen how these initiatives become one of the most valued benefits by the teams.

Our services fit perfectly into the dynamics of your company:

• Shiatsu Chair Massages: This is our most popular modality. We only need a small space, and collaborators receive a relaxing massage without needing to take off their clothes. It’s ideal for events or wellness days.

• Desk Massages: Perfect for not interrupting the workflow. Our certified therapists move from desk to desk, offering a revitalizing pause that relieves tension accumulated in the neck and shoulders.

Implementing a wellness program that is well-structured sends a clear message: "We care about you." Based on our semiannual satisfaction surveys, 99% of collaborators who receive our services feel that their company values their well-being, and 79% report a tangible reduction in stress.

To decide where to start, it may be useful to compare these strategies. Not all have the same cost, complexity, or immediate impact.

Comparison of strategies for risk mitigation

This table helps you evaluate different strategies based on their ease of implementation, cost, and potential to improve team well-being.

As the table shows, some of the highest-impact actions, such as disconnection policies or well-managed active pauses, are surprisingly easy to implement.

Mitigating psychosocial risks requires a comprehensive approach, very similar to the risk management principles applied in other areas to identify, analyze, and control threats. By combining a clear organization, empathetic leadership, and effective wellness programs, you not only comply with regulations but also build a culture where talent can truly thrive.

How to measure the return on investment of your wellness program

Implementing a wellness program is not an expense; it is a business decision. And like any smart investment, its value must be measurable to justify its continuation and growth. The good news is that the results of addressing psychosocial risk factors at work directly reflect in the indicators (KPIs) that your company is already monitoring.

Demonstrating return on investment (ROI) is not about inventing complicated metrics, but about connecting the dots between wellness initiatives and tangible business outcomes. When you invest in reducing stress and improving the environment, the effects are seen in the numbers. It’s that simple.

Key indicators to measure success

To translate well-being into figures, the key is to focus on the correct KPIs. These indicators will allow you to build a solid business case and demonstrate how a healthier team is undoubtedly a more productive team.

• Reduction in turnover rate: One of the most silent and highest costs for any company is talent flight. Measure your turnover rate before and after implementing your program. A positive work environment is an anchor that makes your key collaborators decide to stay.

• Decrease in absenteeism: Stress and burnout are direct causes of sick leaves and absences. Keep track of the number of absence days per employee. You will see how an effective program reduces this metric, which translates to more productive working hours and fewer interruptions.

At Zen to Go, we have proven that well-being has a direct and measurable impact. Based on our semiannual surveys, 99% of collaborators who participate in our programs feel that the company actively values their well-being. That feeling is a decisive factor in retention.

From perception to hard data

Beyond the classic HR indicators, the impact of a wellness program is experienced in daily operations and team morale.

Improvement in workplace climate surveys: Use pulse surveys or the self-evaluation of NOM-035 to measure the perception of the work environment. Compare the results over time. An increase in satisfaction and commitment is a clear sign that your efforts are hitting the mark.

Increase in productivity: Although sometimes it’s more difficult to quantify, you may observe improvements in goal achievement, work quality, and team agility. A less stressed team is a more focused and innovative team. Period.

Our experience with hundreds of corporate clients backs it up with data. Collaborators who participate in our massage programs report an average reduction of 79% in their stress levels. This reduction is not just a feeling; it is mental energy that is freed up and redirected to solving problems and achieving objectives.

Measuring the ROI of your program correctly allows you to demonstrate that caring for your people is not only the right thing to do but also the smartest thing for business. It is, at its core, a powerful engine for sustainable growth.

Resolving key doubts: NOM-035 and psychosocial risks in practice

To close this guide, let’s ground the concepts. We have compiled the questions we hear most from HR leaders and managers of Mexican companies. Here we give you direct answers, no beating around the bush, so you can manage psychosocial risk factors at work with total confidence.

Does NOM-035 also apply to my SME?

Yes, without exception. NOM-035 is for all workplaces in Mexico. What changes is not whether it applies, but how it applies, depending on the size of your team.

The law divides it into three very clear levels:

• Up to 15 collaborators: The obligations are simpler. They focus on having a prevention policy, taking basic measures to avoid risks, and, above all, communicating this information to everyone.

• From 16 to 50 collaborators: Here responsibilities increase. In addition to the above, it is now mandatory to identify and analyze psychosocial risk factors (yes, this involves applying the questionnaires) and maintain a record of everything.

• More than 50 collaborators: They must comply with all of the above and add two critical responsibilities: conduct evaluations of the organizational environment and offer specific medical evaluations to those who have been exposed to workplace violence or severe traumatic events.

How do I know if someone in my team has stress or is already burned out?

This is one of the most common confusions, but the difference is key. Think of it this way: stress is a temporary reaction to a deadline or a complicated project. Once the pressure eases, stress tends to disappear.

Burnout, on the other hand, is a state of chronic exhaustion. It doesn’t go away with a free weekend. It is the result of months or years of poorly managed stress.

The signs of burnout are deeper than simple tiredness. Look for these three key symptoms: a marked cynicism or detachment towards work, a feeling of inefficacy (the person feels they are no longer good at what they do), and exhaustion that simply doesn’t go away.

I identified a possible case of harassment, what should I do now?

Here, there is no room for doubt: speed and discretion are everything. The first step is to listen to the affected person in a safe, confidential space and without making judgments. Your initial role is to be an active listener. Document the facts as objectively as possible.

Immediately after, activate the internal protocol that your company should already have according to NOM-035. It is vital to protect the confidentiality of all involved and ensure zero retaliation while investigations are carried out. The overall objective is clear: to ensure that the work environment is safe for everyone.

Do massage programs really help mitigate these risks?

Absolutely. And they are not just a "nice perk." Wellness programs like corporate massages are a tactical tool with tremendous impact. They not only tackle the root of accumulated physical and mental stress but also send a very powerful cultural message: the company genuinely cares about its people.

This type of initiative strengthens the perception of organizational support, which is one of the most important protective factors against psychosocial risks. This is not an opinion; it is data: according to our metrics, 99% of collaborators who receive our massages feel that the company actively values their well-being.

Transforming your company’s culture and protecting your team is not an expense; it is the smartest investment in your most valuable asset. At Zen to Go, we are your allies in implementing wellness programs that generate a real, measurable, and positive impact.

Discover how our corporate massage solutions can reduce stress and strengthen your team.