Often underestimated, HR risks can have a profound impact on a company's performance, social climate and image. Identifying, preventing and managing them can turn vulnerability into a lever for collective progress. How do you put in place an effective HR risk management approach? Jérémy Albert, HR management expert, explains.
In an ever-changing business world, every company is faced with a host of risks, not least those associated with human capital, a resource that is both essential and precious. Internal conflicts, absenteeism, psychosocial risks, disengagement, non-compliance with legal and social requirements: HR risks can disrupt a business, damage the employer brand and have a lasting impact on performance. Managing HR risks therefore requires a proactive, structured and well-equipped approach.
Identifying and understanding HR risks in your company
HR risks: how are they defined?
An HR risk is an event likely to harm the company and whose origins lie with the HR function. It corresponds to a situation or state that can disrupt the performance of tasks, affect the organisation of work, in particular the human dimensions, and generate a danger for the company by constituting a risk factor.
What are the HR risks for a company?
HR risk management is part of the safety obligation imposed on employers by the Labour Code (article L. 4121-1 et seq.). This obligation includes the prevention of occupational risks and psychosocial risks.
In this context, it is necessary for a company to’identify risks and map, The aim is to avoid a long-term, aggravating situation that could impact on the performance of a team, a department or even the company as a whole.
Examples of HR risks:
- Increasing absenteeism
- Abnormal turnover
- Accidents at work on the rise
- Recurring occupational illnesses
- Lower commitment
- Rising social tensions
- Deterioration in QWL (quality of life and working conditions)
- Employer brand failure
- Internal skills plan lacking
How can you identify HR risks for your company? Weak signals
Weak signals are indices that indicate physical or psychological exhaustion among your employees.
They can be individual or collective, visible in behaviour, communication or performance.
Individual weak signals
Emotional
Nervous tension, low morale, ill-defined fears...
Physics
Trouble sleeping, chronic fatigue, muscle tension, weight gain, nausea...
Cognitive
Decreased concentration, frequent mistakes, lack of efficiency and productivity...
Behavioural and motivational
Social isolation, withdrawal, demotivation, absenteeism, gradual disengagement from work...
Collective weak signals
Obvious tensions or conflicts
They are the visible signs of a dysfunctional relationship. Obvious tensions, when they persist, lead to a degraded working environment. Visit Edelman Trust 2024 barometer points out that transparency and internal communication are key factors in employee confidence in their employer.
Fewer group activities
This decline is reflected in the low level of employee participation and their gradual withdrawal from collective initiatives.
Increase in absenteeism and sick leave
The increase in sick leave, particularly short-term sick leave, is a sensitive indicator of a tense social climate.
According to the Malakoff Humanis 2024 report on absenteeism, Short breaks account for almost 60 % of absences. Their steady rise is a key indicator of a fragile social climate.
Turnover on the rise
An increase in staff turnover is also a warning sign, to be interpreted according to the specific characteristics of each business sector.
According to INSEE, The average turnover rate in France is 15 %, There are significant disparities between sectors. Overall, industry has a lower turnover rate than sectors such as hotels and catering (17.6 %) or retail (16.4 %).
These signals, whether individual or collective, often reflect organisational dysfunction: inequitable distribution of the workload, HR rules applied in a heterogeneous way, inadequate communication or deteriorated working relationships.
To ignore these signals is to accept the risk of tensions building up over the long term and leading to a flight of talent.
To recap: examples of HR risks with associated factors and observable weak signals
| HR risks | Factors / Causes | Indication / Observable weak signal |
|---|---|---|
| Obvious tension and conflict | Poor communication, inconsistent management, perceived injustices | Visible tension, increase in complaints to the manager, union action |
| Fewer group activities | Tensions, overload, uncoordinated management | Low participation, withdrawal of initiatives, reduced interaction |
| Absenteeism |
Excessive workload, physical or psychological fatigue, lack of recognition, organisational problems (scheduling, planning) |
Increased number of short breaks, delays, reduced motivation, more frequent requests for leave |
| Turnover | Lack of perspective, loss of meaning or disengagement | Departures close together, gradual withdrawal from assignments, requests to change teams or departments |
Detecting and analysing them in good time (communication, social indicators) helps to prevent escalation, make adjustments and preserve the collective dynamic.
Early detection is based on a structured approach that combines field observation (team visits, presence in offices, etc.), active listening in the field (feedback from managers, works council feedback, etc.), analysis tools (social surveys, internal barometers, social indicators) and regular exchanges with employees (annual and professional interviews, follow-up interviews, informal meetings, etc.).
Focus on psychosocial risks (PSR)
«30 % of French people say they have been subjected to hostile behaviour at work, 27 % have to hide their emotions at work, 9 % do things they disapprove of at work...», according to the French National Institute for Research and Safety (INRS).
The European Agency for Safety and Health at Work (EOSHA) defines RPS as work situations characterised by the presence, either jointly or separately, of several elements: stress, internal violence (conflictual relations, verbal and physical aggression, moral or sexual harassment), external violence (violence perpetrated by a customer, supplier, patient, etc.).
What factors lead to RPS?
- Work intensity and complexity
- Conflicting values
- Emotional demands
- Low autonomy
- Poor social relations
- Job insecurity
[Training] Psychosocial risks: implementing a preventive approach
On the programme: case studies, role-playing and experience-sharing to take a practical approach to the prevention of psychosocial risks.
Highlights :
- zoom in on good practice to prevent stress and burn-out
- study of a case of psychological harassment
- diagnosis to help management practices evolve
- drawing up a psychosocial risk prevention plan for your company
[Also read] Psychosocial risks: from prevention to training
[To remember]
In all sectors of activity, identifying HR risks is crucial to establishing an appropriate prevention approach. Spotting these risks means paying attention to weak signals, The Group is committed to providing the best possible service to its customers, both individually and collectively.
Anticipating and managing HR risks
Identifying HR risks is an essential first step, but it is not enough. Once the weak signals have been identified and the causes analysed, the company must move on to a more strategic phase: anticipate and manage these risks.
To achieve this, it is necessary to proceed in stages:
- Prioritising risks
- Define appropriate action plans
- Monitoring and adjusting management
Stage 1 - Prioritising risks
The aim is to classify them according to their probability of occurrence (frequency) and their gravity (potential impact on the organisation).
Some may be frequent but not very serious (one-off delays). Others may be rare but potentially critical (serious industrial accident, industrial dispute).
First of all, it is necessary to establish a scale. For example:
| Probability | Gravity |
|---|---|
| 1. Highly unlikely | 1. Low |
| 2. Unlikely (rare) | 2. Average |
| 3. Probable (occasional) | 3. Grave |
| 4. Very likely (frequent) | 4. Very serious |
The combination of a probability level and a severity level is then used to distinguish between risks.
| Three levels of risk | ||
|---|---|---|
| Minors | Important | Reviews |
| Low probability and low severity | High probability or severity | High probability and seriousness |
| What to look out for, but with no immediate priority | Need for a rapid action plan | Top priority |
Step 2 - Define action plans including prevention and correction
HR risk management involves two types of action:
- Preventive action whose aim is to prevent the risk from occurring.
For example: implement a loyalty plan to reduce staff turnover.
- Corrective action whose aim is to limit the consequences once the risk has been triggered.
For example, initiating mediation in the event of a labour dispute.
Stage 3 - Monitoring and adjusting management
HR risk management is a continuous process is a long-term process that requires constant monitoring.
Tools such as internal surveys, social barometers and exit interviews can be used to monitor social climate indicators.
The rise of HR solutions based on artificial intelligence also enhances this monitoring capability: these tools analyse existing data (absenteeism, activity, social indicators) to automatically spot weak signals, while guaranteeing the confidentiality of the information collected.
Management is also based on a number of complementary levers.
- Monitoring social indicators Absenteeism, accidents, staff turnover, social climate cross-referenced with qualitative observations, etc.
- Internal communications Explaining the measures taken is essential to maintain confidence.
- Social dialogue Involving employee representatives or the works council provides a more detailed picture of the risks faced by employees.
- The DUERP (document unique d'évaluation des risques professionnels): this mandatory document must be updated every year.
Example of a table for prioritising certain HR risks
| HR risk | Probability | Gravity | Level of risk | Preventive action | Corrective action |
|---|---|---|---|---|---|
| Recurrent absenteeism | Very likely | Average | High | Monthly monitoring of absences, QWL actions, workload adjustments | Temporary reinforcement, return interview, adaptation of workstation |
| Gradual disengagement | Very likely | High | Review | Internal surveys, employee involvement, managerial feedback | Team coaching, reorganisation, remobilisation initiatives |
| Latent social conflicts | Likely | High | High | Regular social dialogue, transparent communication, active listening | Internal/external mediation, crisis resolution agreements |
Focus on the DUERP
What is the DUERP?
This is the single occupational risk assessment document, drawn up and updated by the employer. For each position, it lists the risks to which employees may be exposed and classifies them by level of seriousness/probability. «Risk assessment and the transcription of the results into the DUERP are not an end in themselves, but rather the starting point for the prevention process», emphasises the European Commission.’INRS. In addition to the DUERP, the employer must therefore draw up an action plan incorporating preventive measures.
What is the DUERP used for?
- Identify and rank occupational risks in the company
- Define a concrete, prioritised action and prevention plan
- Reduce accidents at work and occupational illnesses by targeting the causes
- Complying with the employer's legal obligations in terms of health and safety at work
What are the obligations and penalties?
- Risk inventory and assessment for each work unit
- Document updated and made available
- Penalty for 1 500 € if non-existent or obsolete
- Penalty for 3,000 for repeat offences
- Employer liability in the event of an accident linked to an unassessed risk
What are the formalities?
The regulations do not require no formalities. The DUERP can therefore be produced on paper or in digital format. In practice, the INRS notes that the DUERP often takes the form of a table. The main thing is for the document to be «Practical, readable, accessible and educational, adapted to the specific needs of the company».».
To find out more: Legal checklist «Occupational risk assessment and the single document».» (TJ 29, INRS).
Investing in the long-term future and peace of mind of your business
Managing HR risks is a proactive approach that involves all the players in the company and acts on 3 major levers: the quality of life at work, employee commitment and the long-term prevention of hidden costs (absenteeism, staff turnover, etc.).
The aim is twofold: to ensure sustainable performance and maintain a positive social climate, These two conditions are inseparable from a company's long-term future.
Quality of life at work as a performance driver
An active QWL policy contributes directly to reducing HR risks by improving working conditions and employee satisfaction.
According to the Malakoff Humanis 2024 report on absenteeism, companies that have implemented QWL actions (reorganisation of working hours, health prevention, structured teleworking) have noted a average reduction of 25 % in short absences.
Testimonial
«We had an absenteeism rate of 10 %. After reviewing the organisation of working hours and investing in workstation ergonomics, this rate fell to 6 % in one year. These are measurable gains but, above all, the teams tell us that they feel better and more listened to.»
Source: ANACT study (Agence nationale pour l'amélioration des conditions de travail), case study of an industrial SME (2023).
Employee commitment, a key indicator
Engagement is one of the best barometers of a company's social health. In fact, committed employees are less exposed to the risk of turnover or loss of motivation.
The study Gallup - State of the Global Workplace 2025 reveals that the global employee engagement rate is 21 % in 2024. Europe is presented as the region of the world with the lowest rate of engagement, with 13 % of engaged employees. In France, only 8 % of employees say they are fully engaged.
Testimonial
«After a wave of departures, we introduced a system of managerial recognition and regular feedback. In 18 months, our staff turnover has fallen from 22 % to 12 %. We've regained stability and the working atmosphere has become constructive once again.»
Source: Deloitte study, case study of a service company (2023).
Safety through risk prevention
Unaddressed HR risks lead to direct costs (sick leave, disciplinary proceedings, industrial tribunal disputes) and indirect costs (loss of know-how, overworked teams, loss of employer brand).
According to INRS, the average cost of a 30-day sick leave for a company is estimated at over €4,000.
According to APEC, replacing an employee who resigns costs between 6 and 9 months' salary, This includes recruitment, integration and loss of productivity.
Testimonial
«We introduced quarterly monitoring of the social climate, with mini-surveys and regulation interviews. This enabled us to quickly identify a malaise in a key team. Mediation was organised, which avoided a collective conflict that would have blocked a strategic project.»
Source: Deloitte study, case study of a service company (2023).
To sum up, HR risks reflect the profound reality of the social climate, organisation and relationship to work within a company. Often invisible at first, they first appear in the form of weak signals, perceptible in behaviour, social indicators or informal communication. If these signs are ignored, they can quickly turn into open, costly and destabilising crises. Conversely, when these risks are identified, prioritised and managed, they become levers for progress. They enhance the quality of life at work, improve employee commitment and secure the organisation's sustainable performance. In other words, managing HR risks is a strategic investment. It means choosing to anticipate rather than suffer. It means consolidating trust rather than repairing tensions. Ultimately, it means banking on collective serenity to ensure the company's long-term future.
