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<\/figure>Under Section 18B, employers, self-employed persons and principals must assess safety and health risks arising from their work activities and implement appropriate controls where necessary. These responsibilities are not limited to physical hazards.<\/p>\n<\/div><\/div>\n\n\n\n
In 2024, the Department of Occupational Safety and Health (DOSH) introduced its Guidelines on Psychosocial Risk Assessment and Management at the Workplace (PRisMA). The guidelines identify excessive workloads, poor managerial support, workplace conflict and unclear responsibilities as potential psychosocial hazards.<\/p>\n\n\n\n
Although PRisMA provides guidance rather than a separate mandatory assessment procedure, employers remain responsible for fulfilling their statutory safety and health duties. Under Section 19, breaches of specified duties, including Section 18B, can result in fines of up to RM500,000, imprisonment of up to two years, or both.<\/p>\n\n\n\n
An employee experiencing stress does not automatically mean an employer has broken the law. However, relevant psychosocial hazards should not be overlooked when assessing workplace risks.<\/p>\n\n\n\n
When Workplace Stress Becomes an HR Problem<\/h2>\n\n\n\n
Workplace stress can affect more than individual employees. Excessive workloads may contribute to absenteeism and declining performance, while poor management practices or unresolved conflicts can increase dissatisfaction and turnover.<\/p>\n\n\n\n
These problems also carry business costs. Frequent absences disrupt operations, replacing employees increases recruitment expenses, and workplace disputes consume management resources.<\/p>\n\n\n\n
The challenge is recognizing when isolated incidents become recurring patterns. Occasional overtime may reflect seasonal demand, but employees consistently working excessive hours, postponing leave and reporting unrealistic expectations may indicate deeper workload problems.<\/p>\n\n\n\n
Why Wellbeing Programmes Alone Are Not Enough<\/h2>\n\n\n\n
Counselling services, mental health campaigns and resilience training can provide valuable support. However, they cannot resolve every workplace problem.<\/p>\n\n\n\n
If employees regularly work beyond their scheduled hours because staffing levels are insufficient, a wellbeing webinar will not reduce their workload. Similarly, mindfulness activities cannot address bullying or unresolved workplace conflict.<\/p>\n<\/div> PRisMA encourages organizational improvements alongside individual support. Employers should examine how responsibilities are assigned, whether staffing and resources are adequate, and how managers respond to employee concerns.<\/p>\n\n\n\n The goal is not to eliminate every stressful situation, but to identify potentially harmful working conditions and take reasonable steps to reduce the risks.<\/p>\n\n\n\n HR can work with management and occupational safety and health personnel to identify potential warning signs before problems become more serious.<\/p>\n\n\n\n 1. Working Hours and Overtime<\/strong><\/p>\n\n\n\n Repeatedly long working hours may indicate staffing shortages, unrealistic deadlines or uneven workload distribution.<\/p>\n\n\n\n 2. Attendance and Absenteeism<\/strong><\/p>\n\n\n\n Unusual attendance patterns or recurring absences may warrant further investigation. These records alone cannot establish mental health problems.<\/p>\n\n\n\n 3. Annual Leave Utilization<\/strong><\/p>\n\n\n\n Employees who consistently postpone leave or accumulate unused balances may be facing workloads that make taking time off difficult.<\/p>\n\n\n\n 4. Employee Feedback and Complaints<\/strong><\/p>\n\n\n\n Confidential feedback, workplace complaints and structured risk assessments can help identify concerns involving bullying, harassment, poor communication or insufficient managerial support.<\/p>\n\n\n\n These indicators should guide further investigation rather than replace proper psychosocial risk assessments. HR must also work with management to address the underlying issues identified.<\/p>\n\n\n\n Workforce information can provide an early indication of operational pressures. Attendance records show working hours, overtime reports reveal additional demands, and leave balances help HR understand employees’ time-off patterns.<\/p>\n\n\n\n![\"\"](\"https:\/\/www.timeteccloud.com\/blog\/wp-content\/uploads\/2026\/10\/night-paperwork-1024x683.jpg\")
<\/figure><\/div>\n\n\n\nWhat HR Should Start Reviewing<\/h2>\n\n\n\n
Using HR Data to Spot Potential Warning Signs<\/h2>\n\n\n\n
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