Practical guide for the prevention of psychosocial risks in your company

The prevention of psychosocial risks is not a theoretical concept or just another box to check on a form. In practice, it is a key business strategy to build resilient, committed, and truly productive teams. It involves proactively identifying, analyzing, and deactivating those daily work factors that can undermine the mental and emotional health of your people.

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 the corporate environment of Mexico, which moves at a dizzying pace, talking about well-being at work is no longer a "soft" or secondary topic. Today, the prevention of psychosocial risks is a key piece in the strategy of any company looking to grow sustainably.

For any team leader or Human Resources manager, the symptoms are evident: turnover is constant, absenteeism skyrockets, and team morale is at an all-time low. These are not isolated problems. They are warning signs that something deeper is happening, often linked to psychosocial risk factors that, if not addressed, end up eroding productivity and poisoning the work environment.

Beyond the legal obligation

The conversation around this topic in Mexico changed with the arrival of NOM-035. This regulation, which came into effect in 2018, required companies to bring to the forefront issues such as stress and professional burnout, demanding they actively identify and prevent these factors. Although its implementation has faced challenges, its mere existence has been a catalyst for starting to take mental health in the workplace seriously.

But let's be clear: compliance with the norm 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 undoubtedly the best investment in the future of the company.

A team that feels safe, valued, and supported is a team that innovates, collaborates genuinely, 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 directly reflects on your financial statements. 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 amplify one another, creating a vicious cycle that can be very difficult to break if not intervened in a timely manner. This 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 connect, we recommend exploring what occupational health is and the strategic role it plays.

At Zen to Go, we have closely seen 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 advertised in an email, but those that are integrated into the company's culture and demonstrate genuine commitment to the well-being of the team through actions.

How to identify warning signs in your team

The prevention of psychosocial risks does not begin when you apply a survey. It starts 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 usually not dramatic. On the contrary, they are subtle changes in behavior and team dynamics that, when added together, paint a concerning picture. A collaborator who used to be the life of the meetings and now hardly participates, or a team that flowed naturally and now exists in constant tension, are red flags that you cannot afford to ignore.

Indicators that don't lie

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

Here are some key indicators that reveal something is happening:

• Changes in individual behavior: Look for patterns that are out of the ordinary. Has someone become noticeably more irritable, apathetic, or anxious? Has their way of communicating dramatically changed, becoming more abrupt or negative?

• Drop in performance and quality: Check if errors are increasing, if deadlines are frequently missed, or if the quality of work visibly declines. 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 present in the office but mentally absent, lacking the capacity to focus or provide real value.

A good reminder: behind every performance metric is a person. Observing their body language, conflict levels, and absences is key for 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 heard, 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 have noticed that you have been quieter lately; is there something I can help you with?".

This simple change of focus transforms everything. It shows genuine interest and shifts the focus to the solution, not the problem. It’s crucial to understand that your role is not to be a therapist but to facilitate access to the tools and support the company offers. Sometimes, the workload is excessive; at other times, there may be a conflict unresolved with a colleague. If you do not 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 thin line between pressure and exhaustion, 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 warning signs, it's time to move from observation to strategic action. Designing a prevention of psychosocial risks plan is not a bureaucratic process; it is a clear and manageable path that any company, regardless of size, can and should follow.

It’s about building a strategy that doesn’t stay 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 often questionnaires or surveys, which allow collecting data anonymously and confidentially.

These questionnaires, aligned with the NOM-035 guidelines, must go beyond the superficial. They explore critical areas such as workload, leadership clarity, quality of interpersonal relationships, and the much-coveted 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 interventions. This is where many companies get lost in theory, but the secret is to focus on practical and tangible solutions that directly address the problems you found.

If the analysis reveals, for example, high levels of stress, actions must directly aim to reduce that pressure. And it is an urgent matter. In Mexico, IMSS has reported that 75% of Mexicans suffer from fatigue due to work stress. This data is not to scare, but to act. You can delve deeper into the subject by consulting the complete research on psychosocial factors.

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

Since 2019, we have seen how actions that seem small generate a huge impact. 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 vary widely and should always be tailored 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 skills of empathetic communication and positive leadership. A good leader is the best risk preventer.

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

• Relaxation services at the office: Introduce solutions such as Shiatsu chair 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 never-ending cycle

Designing the plan is only half the journey. For it to work, implementation requires clear communication, assigned responsibilities, and, most importantly, visible commitment from the management. If leaders do not get involved and promote the initiatives, the team won’t either.

Finally, the prevention of psychosocial risks is not a project with an end date; it is a continuous cycle. It is essential to establish a follow-up system to measure whether what you are doing works. Reapply surveys periodically, organize feedback sessions, and monitor key indicators such as staff 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 a constant 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 norm. 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 huge budgets. In fact, often the most powerful strategies are low-cost, high-impact ones 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 tackled before they become crises.

This goes beyond a suggestion box. It involves creating real channels for dialogue, both formal and informal: from team meetings where work load is discussed openly to a policy of "open doors" that leaders genuinely practice.

Recognition as a driver of motivation

Feeling valued is a basic human need. At work, recognition is one of the most powerful tools to combat burnout. And no, it doesn't always have to be about bonuses or big awards.

A simple specific "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 time again: a team that feels seen and appreciated is a team that is committed. 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 resonates in many industries: a 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 work 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 individuals with complex lives outside the office.

Some strategies that make a difference include:

• Flexible hours: Allow adjustments in arrival and departure times to attend to personal responsibilities.

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

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

This is where wellness initiatives, like corporate massages, become tactical tools. Our Sole Shiatsu Massage service, the most popular, integrates perfectly into the work routine. It’s efficient, takes place in a small space, and offers immediate relief that reduces tension and improves mood without disrupting operations.

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

How to measure the real impact of your well-being initiatives

Implementing a prevention of psychosocial risks plan is a huge step, but how do you know if it’s really working? Measuring the 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 connect 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

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

Here are some key indicators you should monitor closely:

• 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 exhaustion, indicate a direct improvement in team health.

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

The value of the qualitative: listening to your team

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

Direct feedback is a treasure trove. Organizing one-on-one sessions or focus groups where collaborators can share their experiences securely will give you deep insight into how they really feel.

At Zen to Go, we have verified that this feedback is crucial. When a manager tells us: "Since we started with the chair massages, the energy on Mondays has changed completely," that testimony 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 complete picture. While numbers tell you what is happening, your team’s stories explain why. This holistic approach is essential 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 sessions.

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

We address the most common doubts about psychosocial risks

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

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

Is my company really obligated 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 based on the size of your team.

Responsibilities are divided into three groups:

• Up to 15 collaborators: 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 mandated by the norm.

• More than 50 collaborators: Here, the obligations are the most complete. They include everything mentioned earlier, plus evaluations of the organizational environment, conducting medical examinations on exposed employees, and the obligation to maintain detailed records.

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

Is work-related stress the same as burnout?

Although they are used as synonyms in daily conversation, 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-related stress is defined by over-involvement. The person feels overwhelmed by pressure, lives in a constant state of urgency, and while they continue to fight, that effort causes brutal physical and emotional exhaustion.

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

Stress, in manageable doses, can be a driver. Burnout is always a handbrake that paralyzes commitment and productivity. Its solution is not individual; it 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 well-being leaders. The best strategy is to speak the only language that all management understands: the return on investment (ROI). Present it not as an expense, but as a strategic investment that can be measured.

First, calculate the cost of doing nothing. How much is it currently costing the company in employee turnover, absenteeism, or mistakes due to exhaustion? Putting a number on these problems grabs any executive's attention.

Then, present the measurable benefits of well-being programs. Instead of saying "this will improve morale", use hard data. For example, support your claims with figures like those we have measured with our corporate clients: "Programs of this kind have shown an 83% reduction in stress among collaborators and a 95% increase in the perception that the company cares about them".

Those numbers demonstrate that investing in well-being translates directly 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 for companies throughout Mexico, helping them take firm steps toward a culture of real well-being.

If you are ready to transform your team’s health with practical and measurable solutions, like our corporate massages At the Desk or In the Shiatsu Chair, we are here to be your ally. Discover how we can bring well-being directly to your facilities in CDMX, Monterrey, Guadalajara, and more.

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