Identify where fatigue and mental workload increase risk before incidents occur
We help organisations understand where pressure and fatigue are quietly eroding safety, performance, and reliability, and where intervention will have the greatest impact.
When fatigue and mental workload increase risk
This assessment is typically used when:
- Fatigue or effort appears to be increasing over time
- Errors rise during peak or abnormal workflows
- Teams are “working harder, not smarter” to keep up
- Time pressure is normalised and going unnoticed
- Performance is sustained by effort rather than system support
- Leaders need defensible evidence to prioritise intervention
These signs often sit between safety, productivity, and wellbeing and are easy to miss until something fails.
Understanding fatigue, mental workload, and task demand
Pressure and fatigue risk emerge when task demands exceed the system’s ability to support people reliably.
Our framework captures multiple dimensions of pressure:
- Physical effortand recovery demands
- Cognitive loadand mental workload
- Time pressure, interruptions, and multitasking
- Frustration and inefficiencythat compound risk
- Hidden effortrequired just to keep things running
This gives a more complete view than traditional surveys alone.
How our fatigue risk and workload assessment works
We use a structured, evidence-based approach to:
1
Measure fatigue and mental workload
across defined tasks, roles, or teams
2
Benchmark results
to identify where risk is emerging
3
Analyze open-text responses
to understand why pressure exists
4
Identify system contributors,
not individual shortcomings
5
Prioritise intervention
based on risk and impact
This assessment is delivered using our Workload Performance Assessment (WPA) framework, informed by recognised human factors methods including principles derived from NASA-TLX.
Fatigue risk assessment beyond traditional workload surveys
Many organisations run simple workload or wellbeing surveys and still struggle to act on the results.
This assessment goes further by:
- Distinguishing pressure that is manageable from pressure that creates risk
- Combining quantitative benchmarking with qualitative insight
- Focusing on system and task contributors
- Providing actionable priorities, not just scores
The goal is not to reduce work, it’s to reduce risk created by unmanaged pressure.
What you get
Outputs are practical, defensible, and decision-focused. They typically include:
- Clear identification of where fatigue and pressure risk is highest
- Benchmarking across sites, teams, or roles
- Insight into key drivers of pressure and workload
- Prioritised, evidence-based recommendations
Outputs suitable for leadership, safety, and operational decision-making
Integrating fatigue risk assessment into human factors and safety decisions
Performance Pressure & Fatigue Risk Assessment often complements:
- Human Factors-Led Workplace & Environment Design
(where environment contributes to workload or pressure) - Safety-Critical Task Analysis
(where fatigue affects task reliability and control effectiveness)
Together, these provide a holistic view of risk before incidents occur.
Why organisations bring in external fatigue risk support
Internal teams often sense that pressure is building — but face constraints such as:
- Limited specialist expertise
- Difficulty translating survey data into action
- Uncertainty about where to prioritise effort
- Need for independent, defensible evidence
We provide objective, system-level insight that supports confident decision-making.
Some of our clients
Client Testimonials
Have questions?
We’re here to help
Morgan Maxwell is committed to transforming your workplace environments through strategic ergonomics solutions that enhance employee wellbeing, productivity, and long-term success.
Leicester Office
3rd floor, St George’s House, 6. St George’s Way, Leicester, Leicestershire, LE1 1QZ, UK
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FAQs
When fatigue, effort, or time pressure are increasing and you need evidence to prioritise intervention before incidents occur.
No. This assessment focuses on risk created by unmanaged pressure, combining benchmarking with qualitative insight.
No. The aim is to reduce risk, not reduce output. Many improvements increase both safety and efficiency.
Yes, but surveys are focused, proportionate, and designed to be quick while generating high-value insight.
Wellbeing surveys capture how people feel. This assessment identifies where pressure affects performance and safety and what needs to change.
Book a free 15-minute scoping call to confirm scope and objectives.