MSDs: A Health (and Performance) Challenge Too Often Underestimated
In Switzerland, as in other European countries, MSDs (musculoskeletal disorders) are the leading cause of occupational illness..
Back, shoulders, wrists, neck — certain pains can become a lasting part of the workday, affect performance, and lead to fatigue, absenteeism, or even long-term incapacity.
The causes? Repetitive movements, poor posture, constant pressure, and poorly adapted workstations that fail to support the body’s overall balance.
Why is this a critical issue for HR?
Because poorly addressed MSDs are costly:
- repeated absenteeism,
- replacement time,
- moral wear and tear and a sense of injustice.
But also because they often carry an invisible load: organizational stress, cognitive overload, and inattentive management that overlooks early warning signs. Yet, a few targeted adjustments can often prevent these risks in a sustainable way.
Concrete levers to activate within the organization
It is possible (and necessary) to co-build an integrated prevention approach through:
- Ergonomic analysis of workstations.
- Training in proper movements and posture.
- Regular assessments of risky behaviors.
- A culture of shared vigilance among HR, managers, and employees.
At pioneering companies, MSD prevention is embedded in a broader Quality of Work Life (QWL) and Quality of Work and Working Conditions (QWLC) strategy.
Training: a foundation for behavioral change
Training in MSD prevention helps to:
- Raise awareness of risk factors,
- Change ingrained yet ineffective behaviors,
- Sustain long-term performance while protecting health.
These training sessions combine theory, real-life field situations, physical exercises, and targeted microlearning modules. They are designed for everyone: physical jobs, screen-based roles, logistics, office staff, and managers, etc.,s.
And now… who takes care of the body at work?
At a time when ecological transition, CSR, and responsible performance are top priorities, why is the question of the body at work still so overlooked?
How can we integrate physical and mental prevention efforts?
And above all: who leads these internal health transitions within organizations? HR, QHSE, senior management — or all of them together?
These are fundamental questions for establishing a sustainable approach to well-being and performance.
