In this article 6 sections
A PRisMA assessment can begin with an uncomfortable question from an employee: “If I answer honestly, will my manager know it was me?” A reminder to complete the questionnaire will not resolve that concern. HR needs a clear explanation of the process, credible privacy arrangements and a plan for responding to what people report.
This article focuses on the preparation stage. For an overview of the relationship between assessment and employee support, read our PRisMA 2024 and EAP guide.
1. Explain what PRisMA is assessing
Malaysia’s Department of Occupational Safety and Health (DOSH) developed PRisMA 2024 to guide the assessment and management of workplace psychosocial risks. Its LEO26 tool covers job control, work demand and job support; EPC23 examines employer practices. The guidance also describes the role of a Psychosocial Trained Person (PTP).
HR should agree on the assessment arrangements with an appropriately trained person before briefing staff. Use the official instructions for administration and interpretation. A general wellbeing poll, an engagement survey and a clinical mental health assessment serve different purposes; do not present them as interchangeable with PRisMA.
The checklist below is practical preparation guidance, not an official DOSH questionnaire, scoring method or compliance checklist.
2. Answer privacy questions before inviting responses
Prepare a short information sheet that an employee can understand without attending a presentation. It should explain which information is collected, who administers the assessment, who can access individual responses, what managers receive, how records are protected and how long they will be retained.
Use “anonymous” only when the actual collection and reporting arrangements justify that promise. “Confidential” means access is restricted; it does not necessarily mean that nobody can identify a respondent. An external provider does not automatically make a process anonymous.
Think about combinations of details. A report might omit names yet identify the only night-shift supervisor in a small branch. Before collection, agree how small groups, detailed demographic breakdowns and identifiable comments will be handled. There is no universal group size that guarantees anonymity in every workplace.
For example, a management summary for a team of four may need to omit detailed breakdowns or present broader themes. Keep this separate from the formal work-unit assessment and recordkeeping arrangements. Ask the assessment lead to balance useful communication with privacy before results are shared.
3. Give employees a realistic way to participate
Consider a Malaysian organisation with office staff, retail teams and rotating shifts. An email sent during office hours may reach everyone on the mailing list but still leave some employees without time, privacy or a suitable device to respond.
- Time: arrange an appropriate opportunity during work, including coverage for staff who cannot leave a counter or production task.
- Setting: avoid requiring employees to complete responses while a supervisor watches their screen.
- Language: check understanding with the assessment lead. Do not casually translate or rewrite a formal tool and assume that its interpretation remains equivalent.
- Questions: provide a named process contact and explain an alternative route if the concern involves that person.
Use general reminders about the process. Do not ask employees to prove participation by sending screenshots of their answers, or ask managers to collect completed responses through an informal messaging group.
4. Brief managers on what helpful behaviour looks like
Managers can explain why the organisation is doing the assessment, make participation practical and help resolve access problems. They should not coach people towards favourable answers or treat concerns about the process as disloyalty.
Give them a simple response to difficult questions: “I can explain the arrangements, but I will not ask you to show me your answers. If something is unclear, we can check it with the assessment lead.” Use this wording only when it accurately reflects the agreed process.
Also explain how managers should respond if someone raises a serious concern during the briefing. A survey timetable should not delay an existing safety, grievance or urgent support procedure. The questionnaire is not a monitored emergency channel.
5. Promise a specific update, not a perfect outcome
Before launch, identify who can approve operational changes and who will communicate the next steps. Employees should know when to expect an update even if some findings need further discussion.
An illustrative staff message might say:
“We are reviewing how work is organised and supported. Before you respond, please read the information sheet explaining access to responses and reporting arrangements. We will share the main themes and our next steps on the date stated in the briefing. Questions about the process can go to the assessment contact.”
Adapt that message to the actual arrangements. Avoid “everything is completely anonymous” or “all problems will be fixed” unless those statements can be supported.
Keep assessment and individual support clear
An employee may want help with distress while the workplace review is underway. Explain the separate route to EAP support, including the provider’s confidentiality terms and any limits. Do not make access to support depend on an employee disclosing questionnaire answers to a manager.
To discuss support alongside your workplace assessment, explore MY Psychology’s Employee Assistance Program. You can also browse the EAP Resource Library for further HR guidance.
References and further reading
- DOSH: Guidelines on Psychosocial Risk Assessment and Management at the Workplace (PRisMA) 2024, especially sections 9 and 10.
- WHO: Guidelines on mental health at work (2022), for the wider workplace mental health framework.
This article provides general workplace information. It does not replace a formal PRisMA assessment or advice on your organisation’s occupational safety, privacy or clinical responsibilities. Examples are illustrative.
