Practical guide for preventing psychosocial risks in your company

The prevention of psychosocial risks is not a theoretical concept nor just another box to check on a form. In practice, it is a key business strategy for building resilient, committed, and truly productive teams. It involves proactively identifying, analyzing, and deactivating those everyday workplace factors that can undermine your people's mental and emotional health.

It is not just a legal obligation; it is a direct investment in the heart of your company: your collaborators.

Why is the prevention of psychosocial risks essential for your business?

In Mexico's corporate environment, which moves at a dizzying pace, discussing well-being at work has stopped being a "soft" or secondary topic. Today, the prevention of psychosocial risks is a key piece in the strategy of any company seeking sustainable growth.

For any team leader or human resources manager, the symptoms are evident: turnover is constant, absenteeism is skyrocketing, and team morale is plummeting. These are not isolated problems. They are warning signs that something deeper is happening, almost always linked to psychosocial risk factors that, if not addressed, end up eroding productivity and poisoning the work environment.

Beyond the legal obligation

The conversation about this topic in Mexico had a before and after with the arrival of NOM-035. This regulation, which came into effect in 2018, forced companies to put issues like stress and professional burnout on the table, requiring them to identify and prevent these factors actively. Although its implementation has had its stumbling blocks, its mere existence has been a catalyst for starting to take mental health at work seriously.

But let's be clear: complying with the regulation is just the first step. True transformation comes when organizations stop viewing this as a bureaucratic task and adopt a proactive mindset, understanding that investing in the well-being of their people is, without a doubt, the best investment in the company's future.

A team that feels safe, valued, and supported is a team that innovates, collaborates meaningfully, and takes ownership of the company's objectives. As strategic allies, we have seen that prevention is not a cost; it is the foundation of a healthy and profitable organizational culture.

The tangible impact on your organization

Ignoring psychosocial risks has a real and measurable cost that is directly reflected in your income statement. From a business perspective, these risks are not abstract; they manifest in very concrete ways that affect daily operations.

To better understand what we are talking about, we have prepared a table that summarizes the most common culprits and the damage they cause in the daily life of Mexican offices.

Main psychosocial risks and their impact on the company

As you can see, these factors do not act in isolation. They intertwine and reinforce each other, creating a vicious cycle that can be very difficult to break if not intervened in time. That is why it is crucial to understand that the health of your collaborators is directly linked to occupational health and the overall performance of the company. If you want to delve deeper into how these concepts are connected, we recommend exploring what occupational health is and the strategic role it plays.

At Zen to Go, we have seen firsthand how companies of all sizes face these challenges. Our experience since 2019 has taught us a key lesson: the most effective solutions are not those that are announced in an email, but those that are integrated into the company culture and demonstrate genuine commitment to team well-being.

How to identify warning signs in your team

The prevention of psychosocial risks does not start when you conduct a survey. It begins much earlier, with attentive observation and active listening in daily interactions. As a leader, you are the first line of defense in detecting when something is not right, and recognizing those early signs can be the difference between timely intervention and a full-blown crisis.

These signs are not usually dramatic. On the contrary, they are subtle changes in behavior and team dynamics that, when combined, paint a worrying picture. A collaborator who used to be the life of the meetings and now barely participates, or that team that flowed naturally and now lives in constant tension, are red flags you cannot afford to ignore.

The indicators that don’t lie

Identifying these changes requires being present and connecting with your people. It is not about monitoring but about caring. Think about the case of a programmer at a technology company in Monterrey: he used to be the first to propose ideas and lend a hand to his colleagues, but in recent weeks, he arrives late, isolates himself with his headphones, and his performance has plummeted. That is not "a bad day"; it is a clear warning sign.

Here are some key indicators that reveal something is going on:

• Changes in individual behavior: Look for unusual patterns. Has someone become noticeably more irritable, apathetic, or anxious? Has their communication style drastically changed, becoming more curt or negative?

• Decline in performance and quality: Check if errors are increasing, deadlines are recurrently missed, or if the quality of work is visibly declining. Often, this is not a lack of ability but a direct symptom of exhaustion.

• Increase in absenteeism and presenteeism: Frequent absences or late arrivals can be a sign of demotivation or stress. But equally dangerous is presenteeism: being physically at the office but mentally absent, unable to focus or provide real value.

A good reminder: behind every performance metric, there is a person. Observing their body language, their level of conflict, and their absences is key to early diagnosis.

From observation to conversation

Once you identify one or more of these signs, the next step is to act. And acting does not mean confronting but conversing. The goal is to open a safe and empathetic communication channel, where the person feels listened to, not judged.

In our experience working with teams at Zen to Go, we have learned that the most powerful question a leader can ask is not "What’s wrong with you?" but "How are you? I’ve noticed that you have been quieter lately; is there anything I can help you with?".

This simple shift in focus changes everything. It shows genuine interest and places the focus on the solution, not the problem. It is crucial to understand that your role is not to be a therapist, but to facilitate access to the tools and support that the company offers. Sometimes the workload is excessive; other times there may be an unresolved conflict with a colleague. If you don't ask, you will never know.

Recognizing these symptoms is the first step to prevent them from escalating into more serious problems. To better understand that fine line between pressure and burnout, we invite you to read our article on work stress and burnout, understanding the silent epidemic, which offers a much deeper perspective.

Designing your action plan for workplace well-being

Once you have learned to identify the warning signs, it is time to move from observation to strategic action. Designing a prevention plan for psychosocial risks is not a bureaucratic process; it is a clear and manageable route that any company, regardless of size, can and should follow.

It is about building a strategy that does not remain on paper but is felt in the day-to-day of the team. The key is simple: each step is an opportunity to listen and demonstrate with actions a real commitment to the well-being of your people.

The starting point: an honest diagnosis

To solve any problem, you first need to understand it thoroughly. In the prevention of psychosocial risks, this is achieved with a good initial diagnosis. The most direct and effective tool is usually questionnaires or surveys, which allow collecting data anonymously and confidentially.

These questionnaires, aligned with NOM-035 guidelines, should go beyond the surface. They explore critical areas such as workload, clarity of leadership, quality of interpersonal relationships, and the longed-for work-life balance. The goal is not to point fingers but to obtain a clear snapshot of your organization's health.

When you have the results, the real work begins: analyzing them to find the "hot spots". Is the main problem communication with leaders? Or perhaps an overload of tasks in a specific department? This analysis is the map you need to direct your efforts where they truly matter.

From analysis to intervention: real solutions for real problems

With a clear diagnosis on the table, the next step is to design the interventions. This is where many companies get lost in theory, but the secret is to focus on practical and tangible solutions that directly tackle the problems you found.

If the analysis reveals, for example, high levels of stress, actions must directly target that pressure. And it is an urgent issue. In Mexico, IMSS has reported that 75% of Mexicans suffer from work-related stress fatigue. This data is not meant to scare you; it is meant to prompt action. You can delve into the topic by consulting the complete research on psychosocial factors.

This is where workplace wellness programs stop being viewed as an "extra benefit" and become strategic intervention tools.

Since 2019, we have seen how seemingly small actions generate enormous impacts. A recurring chair massage program, for example, not only relieves accumulated physical tension. It sends a powerful and direct message: "We care about you and want you to feel good here".

Interventions can be very varied and must always be adjusted to the real needs of your team. Some ideas that we have seen work wonderfully for our corporate clients include:

• Wellness days: Dedicate a day to practical workshops on stress management, active breaks, or mindfulness sessions that provide useful tools.

• Training for leaders: Train managers in empathetic communication skills and positive leadership. A good leader is the best risk preventer.

• Real flexibility policies: Implement options for flexible hours or hybrid work to improve the balance between personal life and work.

• Relaxation services in the office: Introduce solutions like Sit Shiatsu massages or desktop massages from Zen to Go. They are incredibly efficient, integrate into the workday without interrupting operations, and offer immediate and tangible relief.

Implementation and follow-up: a cycle that never ends

Designing the plan is only half the battle. For it to work, implementation needs clear communication, assigned responsibilities, and, most importantly, visible commitment from management. If leaders do not get involved and promote the initiatives, neither will the team.

Finally, the prevention of psychosocial risks is not a project with a deadline; it is a continuous cycle. It is essential to establish a monitoring system to measure if what you are doing works. Reapply surveys periodically, organize feedback sessions, and monitor key indicators like employee turnover and absenteeism.

This follow-up will allow you to adjust the strategy on the fly and, above all, demonstrate the value of your investment in well-being. Remember that building a healthy work environment is an ongoing process of listening, acting, and improving.

Strategies that work to create a positive work environment

The prevention of psychosocial risks is much more than complying with a regulation. The real game is won by weaving a culture where well-being is not an isolated initiative but part of the company's DNA. It is about building a space where people feel safe, valued, and eager to give their best.

And to achieve this, you don’t always need giant budgets. In fact, often the most powerful strategies are low-cost and high-impact because they focus on what truly matters: people and how they interact every day.

Communication as a pillar of trust

Open communication is the foundation of everything. When teams feel they can share ideas, concerns, or even disagreements without fear of retaliation, trust grows and problems are addressed before turning into crises.

This goes beyond a suggestion box. It involves creating real channels for dialogue, both formal and informal: from team meetings where there is honest discussion about workload to a "open door" policy that leaders actually practice.

Recognition as a motivator

Feeling valued is a basic human need. In the workplace, recognition is one of the most powerful tools to combat burnout. And no, it is not always about bonuses or big awards.

A simple "thank you" for a job well done, a mention in the weekly meeting, or an email highlighting someone’s effort can transform a person's morale. It is about making good work visible and celebrating achievements, big and small.

At Zen to Go, we have seen it time and again: a team that feels seen and appreciated is a team that commits. Recognition is not a luxury; it is a direct investment in the emotional capital of your company.

The challenge is real. A recent study on risk factors in the educational sector in Mexico revealed alarming data that resonate across many industries: the lack of belonging affects 94%, poor leadership 90%, and tense relationships 83%. These figures not only undermine mental health but also degrade productivity and the workplace environment.

The work-life balance is non-negotiable

Fostering a healthy balance between professional and personal life is key to the prevention of psychosocial risks. This requires flexible policies that understand that employees are people with complex lives outside the office.

Some strategies that make a difference:

• Flexible hours: Allow adjustments to arrivals and departures to attend to personal responsibilities.

• Respect for downtime: Create a culture where sending emails or messages outside of working hours is the exception, not the rule.

• Active and relaxation breaks: Encourage brief breaks during the day to recharge energy.

This is where wellness initiatives, such as corporate massages, become tactical tools. Our Sit Shiatsu massage service, the most popular, integrates perfectly into the work routine. It is efficient, takes place in a small space, and offers immediate relief that reduces tension and enhances mood without interrupting operations.

These actions demonstrate tangible commitment and help build a more humane and productive work environment. If you’re looking for more practical ideas, in our article on how to improve the work environment, you will find more applicable tips.

How to measure the real impact of your wellness initiatives

Implementing a prevention plan for psychosocial risks is a huge step, but how do you know if it is really working? Measuring impact is what turns your good intentions into demonstrable business results.

Without data, your initiatives run the risk of being seen as an expense rather than the strategic investment they truly are. Measuring success allows you to understand which strategies resonate with your team, which need adjustment, and how each action contributes to a healthier and more productive culture. It’s about moving from intuition to evidence.

Quantitative metrics that speak for themselves

The numbers are your best allies in making a solid case to management. These metrics reflect objective, measurable changes in the organization’s behavior and are the irrefutable proof that your efforts are moving the needle in the right direction.

Here are some key indicators you should closely monitor:

• Employee turnover rate: A decrease in the number of employees leaving the company is one of the clearest signs of an improved work environment.

• Absenteeism rate: Fewer absences due to illness, especially those related to stress or burnout, indicate a direct improvement in the health of the team.

• Results from work climate surveys: Measure the evolution of satisfaction, commitment, and morale through periodic surveys. Compare results before and after to see progress.

The value of qualitative data: listening to your team

Beyond the numbers, the true pulse of your organization is felt in the conversations of your people. Qualitative data gives you the "why" behind the metrics and allows you to capture nuances that a survey will never reveal.

Direct feedback is a gold mine. Organizing 1-on-1 sessions or focus groups where collaborators can share their experiences safely will give you a deep insight into how they truly feel.

At Zen to Go, we have found this feedback to be crucial. When a manager tells us, "Since we started with chair massages, Monday energy changed completely," that testimonial is worth as much as any statistic. It is the human proof of impact.

The combination of both types of data—quantitative and qualitative—provides a comprehensive view. While numbers tell you what is happening, your team’s stories explain why. This holistic approach is key to understanding how prevention strengthens the sense of belonging and transforms productivity.

Measuring the impact of relaxation in the office

We know that measuring the return on investment (ROI) of well-being can seem abstract; that’s why we focus on concrete results. At Zen to Go, we help our corporate clients measure the impact of our programs through semi-annual satisfaction surveys.

The results speak for themselves:

• 83% of collaborators report a significant reduction in stress.

• 95% feel that the company actively values their well-being by offering these programs.

• 97% would recommend the initiative to other companies, validating its effectiveness.

• 75% experience a noticeable improvement in their mood after the sessions.

These data demonstrate that investing in your team's well-being generates a tangible return, creating a positive cycle of happier, more engaged, and productive employees.

We address the most common questions about psychosocial risks

At this point, it is normal to have loose ends. The prevention of psychosocial risks is a broad field, full of legal and operational nuances.

To ensure you have no doubts, we gathered the questions that human resources leaders and managers in Mexico ask us the most and answered them directly. We want you to feel completely confident to make decisions, equipped not only with the "what" and the "why," but especially with the "how" to put it into practice.

Is my company really required to comply with NOM-035?

Yes, the short answer is that NOM-035 is mandatory for any workplace in Mexico. However, the level of responsibility changes dramatically depending on the size of your team.

The obligations are divided into three groups:

• Up to 15 collaborators: The responsibilities are the most basic. The main task is to establish and disseminate a policy for the prevention of psychosocial risks and promote a favorable environment.

• From 16 to 50 collaborators: In addition to the above, the company must identify and analyze psychosocial risk factors, which usually involves applying the questionnaires set forth by the regulation.

• More than 50 collaborators: Here, the obligations are the most comprehensive. They include all of the above, plus evaluations of the organizational environment, the practice of medical exams for exposed employees, and the obligation to maintain detailed records.

The first step is to position your company in the correct category to comply with what is fair and necessary.

Is work stress the same as burnout?

Although in everyday usage they are used as synonyms, it is essential to understand that they are not the same. If you confuse them, you risk applying solutions that do not address the root problem.

Work stress is characterized by overinvolvement. The person feels overwhelmed by pressure, lives in a constant state of urgency, and although they continue to fight, that effort causes a brutal physical and emotional weariness.

In contrast, burnout (or professional exhaustion syndrome) is a state of total disconnection. The person no longer fights; they have simply "jumped ship". Their emotions shut down, giving way to cynicism, chronic exhaustion, and a sense of emptiness and ineffectiveness. It is a much deeper problem.

Stress, in manageable doses, can be a driver. Burnout is always a handbrake that paralyzes commitment and productivity. Its solution is not individual but requires a structural intervention from the company.

How do I "sell" the investment in well-being to management?

This is the million-dollar question for many wellness leaders. The best strategy is to speak the only language that the entire management understands: the return on investment (ROI). Do not present it as an expense but as a strategic investment that can be measured.

First, calculate the cost of doing nothing. How much is employee turnover, absenteeism, or errors due to exhaustion currently costing the company? Putting a number to those problems captures the attention of any executive.

Then, present the measurable benefits of wellness programs. Instead of saying "this will improve morale," use hard data. For example, rely on figures such as those we have measured with our corporate clients: "Programs of this type have shown an 83% reduction in stress among collaborators and a 95% increase in the perception that the company cares about them".

These numbers demonstrate that investing in well-being directly translates into a more loyal, focused, and productive team, positively impacting business results.

At Zen to Go, we know that building a healthy work environment is a marathon, not a sprint. Since 2019, we have been the strategic ally of companies throughout Mexico, helping them make steady progress towards a real culture of well-being.

If you are ready to transform your team's health with practical and measurable solutions, such as our corporate massages At Your Desk or In a Shiatsu Chair, we are here to be your ally. Discover how we can bring wellness directly to your facilities in CDMX, Monterrey, Guadalajara, and more.

Visit us and transform your company's culture at https://www.zentogo.com.mx.