To read more about preventing psychosocial risks through DEI:
We explain everything you need to know about psychosocial risks in the workplace.
Equality vs. Equity: it’s not about discrimination, it’s about different needs!
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Since October 2025, managing psychosocial risks has been one of the new obligations for all employers in Quebec. In our previous article, we explained where this law comes from and what the risks are. Today, we dive into the first of these risks: workload. Because let’s be honest, who has never said “I’m overwhelmed” or “I don’t have enough time” at the office? We also explain how EDI can help you better manage this risk.
What does the workload include?
Workload isn’t just the list of tasks that appears in a job description. It’s much more complex than that. It includes the amount of work to be done, but also time constraints, unexpected events that always seem to happen at the worst possible moment, and even informal expectations, such as “responding quickly” to all emails or “lending a hand” in addition to your regular duties.
And be careful: workload is not just a matter of measurable objectives. It also has a subjective dimension. In other words, there is the prescribed workload (what the employer thinks they have assigned) and the perceived workload (what the employee actually experiences). If an employee constantly feels like they are racing against the clock, that perception counts just as much as the numbers.
It is also important to recognize that there are times when a heavy workload is unavoidable. Think of accountants during tax season or event professionals during a major festival. These moments are part of the reality of the job and will not disappear. The important thing is to ensure that these peaks do not become the norm: lighten the load before and after, provide additional support, or implement practices that make the period a little more bearable. In short, even when we can’t avoid everything, we can reduce the pressure.
What is the link between workload and DEI?
Workload affects everyone, but not in the same way. Some people, due to their circumstances, may be more vulnerable to its effects. Think of parents of young children juggling schedules, caregivers, people with disabilities or neurodivergent individuals who sometimes have to deal with additional deadlines, or employees from marginalized groups who face a “double burden”: their official work, but also the implicit expectations of “properly” representing their identity.
DEI therefore encourages us to think differently: to distribute the workload fairly, take diverse realities into account, and recognize that what seems “manageable” for some may be overwhelming for others. By incorporating this perspective, we create a more inclusive environment where organizational practices take into account the diversity of experiences.
Why is workload considered a psychosocial risk?
Because excessive workload is not just a matter of temporary fatigue. It is a major health risk factor. Studies confirm that combining a heavy workload with little decision-making autonomy increases the risk of mental health, musculoskeletal, and even cardiovascular problems.
And here again, the DEI angle is still important. It is often those already in vulnerable positions who suffer the most. For example,
For organizations, the effects are also very real. An exhausted team means more absenteeism, presenteeism (physical presence but reduced efficiency), flagging creativity, and a growing number of mistakes. Even managers are not immune: when their own workload is too heavy, they no longer have the time or energy to coach and support their teams. In short, everyone loses out!
Workload as a psychosocial risk: what should we remember?
Workload is a psychosocial risk that may seem trivial. After all, who hasn’t ever had “too much to do”? However, it has profound consequences for people’s health and organizational performance. And it particularly affects those who already carry other forms of burden: mental burden related to work-life balance, invisible burden related to their social role, or emotional burden related to their identity.
The good news is that there are concrete ways to better manage this risk. Above all, an approach based on equity, diversity, and inclusion allows us to go further: recognizing these differentiated burdens, adapting practices to reduce inequalities, and building work environments where everyone can breathe, thrive, and give their best.
With Law 27, employers now have an obligation to prevent psychosocial risks, including work overload. At URelles, we can help you analyze the situation, integrate an inclusive perspective, and implement appropriate practices.
