'The difficult conversation'
Nina Hetland
May 25, 2026
The Working Environment Act now sets clearer requirements for how businesses must work with the psychosocial work environment. But what do the changes mean in practice? And how can leaders combine statutory requirements with good employee conversations?
Cecilie Lycke, CEO and founder of Motivati, explains what the legislative changes involve and how businesses can work smarter with mapping and follow-up.
– There has been a concrete change which means that businesses must now carry out risk assessments of the psychosocial work environment. Previously, risk assessments were mainly linked to the physical work environment, but it has now been made clear that this also applies to psychosocial conditions.
This makes it easier for employers to understand what they actually need to follow up, and what is expected of them. If, for example, a business is inspected by the Norwegian Labour Inspection Authority or ends up in a situation where the working environment becomes the subject of a dispute, it is now much clearer which conditions you must be able to document that you have worked on systematically.
– I think this is positive. The new wording gives employers some concrete hooks to hang the work on. That makes it easier to assess whether you have done enough to prevent risk and take good care of employees. It also creates greater predictability for both leaders and employees.
At the same time, she believes mapping is an important part of the work.
– Many businesses already have good routines and measures in place. The challenge is often knowing where the risk actually lies. That is why we need to map it. When we gain insight into how employees experience their everyday work, it also becomes easier to follow up properly and put the right measures in place where they are needed.
– These changes are important because the psychosocial work environment has a big impact on how people feel at work, says Cecilie.
– We know that when people experience high stress over time, unclear expectations or a lack of support, it can affect well-being, health and sickness absence. Extensive research shows a strong link between these factors and the results we are able to achieve. That is why it is important for businesses to work systematically to prevent such strain before it develops into bigger challenges that affect results.
She also points out that the legislative changes build on what research has shown for many years.
– Research is quite clear that people need to be seen, heard and given the opportunity to influence their own work situation. I don't mean it should be a free-for-all, but that employees, as far as possible, should be able to influence how they carry out their work. That creates motivation, engagement and a sense of mastery.
– With Motivati, you can combine the individual dialogue with mapping important factors in the psychosocial work environment in one and the same routine. That makes the work both easier and more time-efficient, says Cecilie.
Before the employee conversation, the employee answers questions about motivation, mastery and their work situation, among other things. The answers give the leader a concrete basis for the conversation, while the business gains insight into factors that affect the psychosocial work environment.
– It really starts with asking employees how they are doing. Through the Motivation Analysis™, the leader gets a better basis for understanding what affects motivation, mastery and well-being at work. At the same time, mapping and follow-up become part of the same process.
Cecilie points out that the solution is based on research, but also on the need to see each individual employee.
– No leader can guess what each employee needs at any given time. That is why we need a starting point for the dialogue. At the same time, access control ensures that the answers are confidential between the employee and their immediate leader. When results are compiled at department or organisation level, they are anonymised. This way, the business gets both insight at individual level and an overall picture of the working environment.
The solution can also be adapted to each business with its own questions if there are particular conditions or risk factors you want to follow up more closely.
– It provides a tailored starting point for each employee, while the business gains valuable insight that can be used to develop both the working environment and leadership.
– Through the Motivation Analysis™ you get a picture of what affects the employee's experience of their everyday work. Among other things, we look at factors such as motivation, mastery and how well the employee feels taken care of in their job, says Cecilie.
She explains that the analysis can give leaders valuable insight into what lies behind employees' experiences.
– For example, we can see whether time pressure affects the sense of mastery, or whether it is about something else. Does the employee feel they get enough support? Do they feel valued and respected? Do they have the knowledge and resources needed to succeed? These are the kinds of factors the analysis can help bring to light.
At the same time, she stresses that the results are only the beginning.
– The analysis helps highlight which areas may need to be explored further. But it is only when leader and employee talk together that you can explore the causes and find good solutions. Dialogue is where the gold is.
To help leaders with exactly these conversations, they also receive training in what Motivati calls "the well-meaning curious dialogue".
– In just an hour and a half, leaders learn both how to use the tool and what kind of conversational style suits these conversations. We call it the well-meaning curious dialogue, says Cecilie.
– It works really well because you respect that the employee is the one wearing the shoe and knows best where it pinches, while at the same time holding them accountable. I want the employee to take responsibility for their work situation, and my job as a leader is to provide the framework and opportunities that make this possible.
The goal is not for the leader to have all the answers, but to create a dialogue that builds insight and understanding.
– As a leader, my job is to put the employee in the best possible position to succeed and perform well. When we combine the insight from the Motivation Analysis™ with good dialogue, we get a much better basis for understanding needs, finding good solutions and creating a good working environment together.
