In many French companies, the subject is no longer just salary or workload, but what all this does to the head. The mental health of employees comes up in meetings, in medical consultations, in hallway discussions. In France, around one in four employees say they are in psychological difficulty, and mental disorders have become the leading cause of long-term sick leave.
At the same time, professional lives are getting longer, with careers often exceeding forty years. We debate the number of years to work, much less the way in which work is organized. However, studies show that a supportive environment protects much more than a harmful climate, even over long hours. This is where the real issue comes into play.
Mental health at work: when duration clashes with working conditions
The phrase used by economist Alexandra Lugova published in a column in World summarizes this shift well: “The real problem is not working longer, but longer in poor conditions”. Mental health at work has become a major national cause, with a charter of commitment carried by the Alliance for Mental Health and supported by the public authorities.
Globally, the International Labor Organization estimates that work-related anxiety and depression cause nearly 12 billion lost working days each year. In France, psychological illnesses of occupational origin have increased significantly and psychosocial risks are now among the priorities of prevention plans. The lengthening of careers is adding to this already fragile terrain.
Poor working conditions: a silent risk to mental health
One thing comes up in the testimonies as well as in the studies: what damages mental health the most at work is unsuitable working conditions. Very long hours, unrealistic goals, late evening emails, lack of autonomy or resources create chronic stress. In the long run, this situation promotes anxiety, depression, even burn-out, especially when there are neither spaces for discussion nor managerial support.
The lack of recognition, the fear of making a mistake or losing one’s job, the feeling of impeded work contribute to this slow wear and tear. When an employee accumulates these factors for twenty or thirty years, the prospect of working longer becomes difficult to maintain. Official figures confirm this drift, with a marked increase in psychological illnesses recognized as professional.
Preventing psychosocial risks to make careers sustainable
To act, companies have concrete levers. The assessment of psychosocial risks, the dialogue with the CSE or the CSSCT and the quality of life at work approaches serve to rethink the organization: realistic workload, recovery time, right to disconnect. According to government data, 61% of companies that have taken this type of action see an improvement in mental health.
Employers may offer wellness programs, workplace stress management training, or flexible work policies. A clear framework, trained managers and accessible resources (occupational doctor, psychologist, helplines) create an environment where employees feel supported. Mentally healthy teams remain more engaged and leave the company less often.