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Identification of Critical Groups

To systematically protect mental health in the company, you must identify critical groups early and derive appropriate measures. Five typical recognition patterns that bundle stress factors help you with this. Each pattern represents a combination of symptoms – e.g., exhaustion, overload, or conflicts – and provides clues about what type of intervention (reactive vs. preventive) and at what level (Type 1–5) makes sense.

What do the measure types mean?​

What exactly measure types are, you can read here.

Pattern 1: Need for Care Conversation​

When employees show signs of exhaustion or overwhelm, a direct conversation is needed:

  • Stress Factors Private/domestic overload, mental and physical exhaustion, risk of absence, dealing with difficult fates, critical overload.

  • Approach

    1. EAP / Counseling Center (Type 1, reactive)
    2. Care conversation by manager → Referral to counseling (Type 2, reactive)
    3. Training "Care Conversations" for all managers (Type 4, preventive)

Pattern 2: Overload​

If teams show persistently high workload and time pressure, this blocks performance capacity in the long term:

  • Stress Factors Overtime, workload, time pressure, critical overload, conflicts between work and private life.

  • Approach

    1. Immediate measures for spot overload (Type 2, reactive)
    2. Efficiency techniques (e.g., Kanban, time management) introduce (Type 3, preventive)
    3. Root cause analysis in the risk assessment working group (Type 4, reactive-preventive)
    4. Method training for managers (Type 4, preventive)
    5. Short-term relief (e.g., overtime reduction programs) by management (Type 5, preventive)

Pattern 3: Violation of Psychological Safety​

Toxic communication or discrimination endanger the work climate:

  • Stress Factors Bullying, bossing, harassment, conflict anxiety, lack of trust.

  • Approach

    1. Report to complaints office / AGG officer (Type 1, reactive)
    2. Moderated intervention by AGG officer in team and with manager (Type 4, reactive)

Pattern 4: Relationship Disorder​

Weak team dynamics or lack of cohesion hinder cooperation and motivation:

  • Stress Factors Low team cohesion, diffuse conflicts, lack of trust in leadership.

  • Approach

    1. Clarification by superior manager (Type 2, reactive)
    2. Root cause conversation with team and leadership (Type 4, reactive)
    3. Team development workshop (Type 4, reactive-preventive)
    4. Adjustment of leadership development (Type 4, preventive)

Pattern 5: Motivation and Bonding Disorder​

Declining identification or turnover intentions signal long-term risks:

  • Stress Factors Weak motivational health, low sense of belonging, perceived inequality, migration risk.

  • Approach

    1. Analysis conversation by direct manager (Type 2, reactive)
    2. Bonding programs for high performers develop (Type 5, preventive)