Well-being at work: When companies adapt to the needs of their employees

Can you tell us about your career path and what led you to specialise in occupational psychology?

My career path has been marked by a desire to understand the mechanisms underlying individual behaviour and how to reveal their full potential. I have always been convinced that we have the ability to choose how to use our skills, without limiting ourselves to a single career path. With a master's degree in communication/marketing, I quickly reoriented myself towards HR, completing an MAS in HR at HEIG-VD, followed by a PhD in occupational and organisational psychology at the University of Neuchâtel. Three areas fuel my career: putting people back at the centre of my thinking in my role as Head of HR Strategy for the State of Geneva, bridging the gap between academia and the professional world as a researcher, and facilitating the emergence of knowledge through collective intelligence in my role as a manager and adult educator at HEG.  

What do you think are the biggest challenges currently facing employees and employers in terms of psychological wellbeing at work?

The biggest challenges today are around mental health and work intensity. In this context, the development of artificial intelligence is a godsend. Let us now consider this technological advance as something that can serve our human intelligence, enabling us to rethink the way we organise our work. The time savings we can achieve through the efficiency of generative AI could allow us to work less and consider, for example, a four-day week. This would meet the need to reduce our pace without lowering our performance. We could then focus our energy on using the key skills that tomorrow's organisations need and that make us human beings, namely curiosity, emotional intelligence and resilience (see. The Future of Jobs Report 2025).

Stress management is a central theme in occupational psychology. What practical advice would you give managers to better support their teams in this area?

As the manager of a team of around ten people, I recognise that our role in providing support is crucial. This involves creating opportunities for dialogue, allowing team members to discuss any tensions they may be experiencing, particularly in terms of their workload. This can be achieved by establishing a clear working framework that guarantees psychological safety and enables constructive discussion. I fundamentally believe that collective intelligence enables the most efficient solutions to emerge while respecting everyone's well-being. 

How do you see employees' expectations regarding work-life balance evolving?

This shift in expectations is clear and will continue to grow as society changes. It is time to create new models that are more open and inclusive of employees' needs at different stages of their lives. This would enable organisations to remain attractive and retain talent. During our professional careers, we experience different moments in our personal lives that influence our productivity and commitment at work. A young graduate will not have the same need for balance as a young parent, a caregiver or a future retiree. To retain these different individuals and benefit from their strengths, working conditions should be adapted through dialogue while maintaining equal treatment. 

How does emotional intelligence influence workplace dynamics and performance in companies?

In my view, emotional intelligence is the foundation on which workplace dynamics can flourish and, as a result, improve business performance. Professional knowledge can be easily acquired through appropriate training. Developing the capacity for empathy, daring to show vulnerability, or knowing how to manage one's emotions takes much longer to become part of our habitual behaviour. It requires deconstructing certain beliefs and even becoming aware of much deeper issues related to each individual's personal history. 

What are the warning signs of burnout that HR managers and executives should watch out for in order to prevent it?

Preventing burnout or professional exhaustion requires real attention from both individuals and the organisation. There are many signs, which can be physical, emotional or behavioural. Some examples include recurring back pain, irritability linked to sleep problems, or chronic overwork. It is therefore everyone's responsibility to remain vigilant and take care of themselves by daring to set boundaries with respect. On the organisational side, this means implementing prevention campaigns and training managers and HR staff to identify these signs. 

What role do soft skills play in professional development today, and how can occupational psychology contribute to strengthening them?

Seven of the top ten key skills in the WEF 2025 report are soft skills. It is therefore clear that they occupy and will continue to occupy an important place, regardless of sector or hierarchical level. Collaboration, adaptability and creativity contribute to the sustainability of organisations because they represent the oil in the wheels and the uniqueness of their culture. In this respect, occupational psychology provides tools, methods and a theoretical framework that can reinforce them thanks to its approach focused on the individual and work dynamics.

With the rise of remote working, what are the main psychological impacts on employees and how can companies better adapt to this new reality?

Teleworking is now a means of achieving a better work-life balance and, in some cases, greater productivity, provided that it is chosen and follows a clear framework. Without this, the psychological impacts can result in social isolation, disengagement or a blurring of the boundaries between private and professional life, leading to exhaustion and increased mental strain. 

What advice would you give to an SME manager who wants to establish a corporate culture that promotes the psychological wellbeing of their employees?

Creating a culture that promotes the psychological well-being of employees cannot be imposed by decree. It must first be embodied at the highest level of the hierarchy, and it takes time. This involves establishing a working environment that is conducive to collaboration and autonomy, thereby building trust among employees. For this to be truly effective, I would recommend carefully examining the motivations behind implementing this type of culture and then ensuring that you lead by example. A manager who wants to promote a «right to disconnect» but continues to send emails in the evenings or on weekends is unlikely to see an improvement in their employees' wellbeing.