September 29, 2025 Stronger Workplaces Require Psychological Safety

Veriforce findings highlight urgent need for policies and leadership to embed psychological safety in today’s workplaces.

By James A. Junkin, Chair, Veriforce Strategic Advisory Board

Psychological safety in the workforce, or the belief that one can speak up without fear of punishment or humiliation, is no longer just a “soft” human resources concept. Instead, it’s emerging as a cornerstone of organizational safety, employee well-being, and sustainable performance. The evidence is compelling: when workplaces invest in psychological safety, they strengthen trust and collaboration, reduce incidents/accidents, increase engagement, and unlock the full potential of their workforce.

Veriforce’s Strategic Advisory Board recently surveyed 212 professionals across industries, company sizes, and roles, and the results reveal both encouraging progress and urgent gaps. The survey found that while awareness of psychological safety is growing, too few organizations have formalized it through policies, training, or leadership practices. Let’s examine these findings and highlight practical steps organizations can take to embed psychological safety as both a cultural and strategic asset.

Why Psychological Safety Matters

Mental and physical wellbeing in the workplace are deeply intwined. In fact, workers in psychologically unsafe environments are 80% more likely to sustain a work-related injury requiring medical attention or missed days. On the contrary, when employees feel supported and heard, they are less likely to burn out and are more attentive to safety protocols.

Despite the direct impact on workers, the survey found that just a little more than half of respondents (58%) indicated familiarity with the concept of psychological safety, and only a third considered themselves “very familiar.” Even more concerning, 9% reported no familiarity at all, underscoring the need for ongoing education. Also troubling is the finding that awareness does not always translate to action. Just 16% of companies surveyed reported having a written policy on psychological safety, while roughly half (51%) said no policy exists.

A similar gap appears in organizational definitions, with only 36% of respondents saying that their company has a formal definition of psychological safety communicated to employees, compared to 47% who reported none and 17% who were unsure. Without clear definitions, employees are left to interpret expectations on their own, creating inconsistency and risk.

Leadership behavior emerged as the most powerful driver of psychological safety perceptions. About one-third (33%) of respondents said their leaders promote psychologically safe behaviors “very well,” while nearly one in five (19%) said “not at all well”. Additionally, the correlation between leadership and employee comfort is clear, with 63% of employees reporting feeling “very comfortable” speaking up, and another 29% feeling “somewhat comfortable.”

Training is Imperative, But Not Prevalent

Training remains one of the greatest and most overlooked opportunities for organizations seeking to strengthen psychological safety. Despite its importance, more than half of companies surveyed (52%) provide no training on the topic at all. Among those that do, only 19% extend training to all employees, while a mere 2% offer programs tailored specifically for leaders.

These numbers reveal a striking gap: without structured education, employees are left without the common language, practical tools, or confidence needed to speak up, report errors, or engage in constructive dialogue. Training not only normalizes open communication but also helps leaders recognize subtle warning signs, respond appropriately to concerns, and model the behaviors that create trust. When it is absent, even the most well-meaning initiatives risk falling short, as employees may hesitate to raise issues and managers may be ill-prepared to respond in ways that foster genuine psychological safety.

Engagement and Strategic Value

Respondents also underscored the strategic importance of psychological safety, linking it directly to core measures of organizational health. 30% identified a strong correlation between psychological safety and employee engagement/satisfaction, while another 38% perceived a moderate connection. Taken together, these findings highlight a clear majority who view psychological safety not as an abstract ideal but as a driver of day-to-day workforce performance. When employees feel confident that their voices will be heard without fear of reprisal, they are more likely to remain committed to their roles, collaborate openly with colleagues, and contribute their best ideas. For organizations, this translates into measurable outcomes that include reduced turnover, higher levels of trust and innovation, and greater overall productivity.

Barriers That Persist

Despite these positive indicators, several barriers remain entrenched in the workplace:

• Fear of retribution: Employees worry that raising concerns could hurt their career prospects.
• Inconsistent leadership: Mixed signals from management undermine trust.
• Production pressure: High-demand environments can discourage workers from reporting hazards or slowing down to prioritize safety.

These challenges illustrate the tension between operational efficiency and employee well-being. Unless intentionally addressed, they erode the very foundation organizations need to sustain performance and safety.

Solutions for Organizations

Fortunately, the survey findings point toward a clear path forward. Organizations that want to embed psychological safety into their DNA must act on multiple fronts:

1. Targeted Leadership Development” Train leaders at all levels to practice active listening, model vulnerability, and respond non-punitively. Incorporate 360-degree feedback to measure progress.
2. Non-Punitive Reporting Systems: Make non-retaliation policies explicit and visible. Reframe incident investigations as learning opportunities rather than fault-finding exercises. Celebrate employees who speak up constructively.
3. Align Production and Safety Objectives: Reassess targets to ensure productivity demands do not compromise safety. Reinforce the message that prioritizing safety is part of strong performance.
4. Enhance Policy Communication: Move beyond simply writing policies. Use campaigns, intranet modules, and team meetings to share real-world examples of psychological safety in action.
5. Implement Continuous Monitoring: Deploy pulse surveys, suggestion platforms, and observation programs to track progress. Use data to adapt strategies and communicate transparently.

The Strategic Advantage of Psychological Safety

Psychological safety is not just an ethical responsibility; it is a strategic advantage. Organizations that cultivate it build stronger, more resilient workforces capable of proactive risk identification, higher engagement, and better overall performance. On the other hand, ignoring it comes at a cost: silence, disengagement, and missed opportunities to prevent harm.

The evidence is clear. When leaders model safe behaviors and organizations invest in training and supportive structures, employees respond with openness, trust, and collaboration. By embedding psychological safety as a cultural priority, businesses strengthen both their people and their bottom line.

Turning Insight into Action

Psychological safety is a foundation for organizational strength. The evidence shows that when employees feel safe to speak up, they are more engaged, more collaborative, and less likely to be injured at work. By contrast, when fear or inconsistency silences people, the costs ripple outward in missed opportunities, higher turnover, and preventable harm.

The challenge for leaders is to build cultures where openness and accountability are modeled at every level, policies are more than words on paper, and performance metrics never compete with safety. Organizations that take this responsibility seriously will not only protect their people but also position themselves for long-term resilience, innovation, and success.

About the Author:
James A. Junkin, MS, CSP, MSP, SMS, ASP, CSHO, is CEO of Mariner-Gulf Consulting & Services, Chair of the Veriforce Strategic Advisory Board, and a recognized leader in occupational safety and health. He is a master trainer, keynote speaker, and frequent author on topics related to workplace safety and organizational culture.

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