Managing work-related stress
Updated: 3 days ago
Advice and guidance for employers on how to manage work-related stress and support good mental health in the workplace.
What is work-related stress?
'the adverse reaction people have to excessive pressures or other types of demand placed on them.
Work-related stress refers to the physical, emotional, and mental strain that comes from performing one’s job. It is driven by organisational structure and job design, occurring when operational demands exceed or misalign with an employee’s capabilities, available resources, or their needs. Stress is often made worse when an employee feels they have little support from supervisors and colleagues, and where they have little control over work. Health and safety at work Summary statistics for Great Britain 2025 found that healthcare workers, social workers, teachers, and public administration workers experience higher levels of stress than workers in other industries.
Common sources of work-related stress
There are various factors that may cause or contribute to work-related stress. The Health and Safety Executive (HSE) categorises primary causes of work-related stress into six core areas:
Demands
Excessive workload, unrealistic deadlines, too many tasks, chronic understaffing, long hours, extended shifts, intensity of work, high-pressure environment, or pressure to attend work even when ill.
Control
Lack of autonomy, inflexible schedules, having no say in how, when, or where work is done.
Support
Insufficient training, no assistance from colleagues, a lack of resources, tools, or guidance from supervisors
Relationships
Bullying, harassment, interpersonal conflict, poor communication, lack of trust, intimidation, toxic behaviour, or abusive management styles
Role
Unclear job expectations, poorly defined duties, changing targets, lack of understanding of goals and objectives, or contradictory instructions from multiple managers
Change
Sudden organisational shifts, layoffs, mergers, little or no understanding why and how changes will be implemented.
Symptoms of work-related stress
People experience stress in different ways, and the signs will vary from one person to another. Common symptoms of stress include:
Physical signs such as fatigue, lethargy, muscle tension, headaches, upset stomach, difficulty breathing, or nervous stumbling speech
Absenteeism
Arriving late to work
Avoiding certain tasks
Declining or inconsistent performance
Loss of motivation and commitment
Increased emotional reactions, e.g. being more tearful, sensitive, restless, irritable, agitated, or aggressive
Withdrawal and reduced social contacts
Conflicts with colleagues
Lack of concentration and uncharacteristic errors
Accidents at work
Using alcohol or drugs to cope with the feelings
Lack of interest in appearance or hygiene
Although stress is not an illness, it can affect an employee's physical and mental health. If not properly managed, stress can cause burnout, anxiety and depression. Prolonged stress has been also linked to medical conditions like high blood pressure, heart palpitations, chronic muscle tension, weakened immunity, stomach and bowel issues, as well as a higher risk of coronary heart disease.
The impact of stress at work
Work-related stress can have severe financial, operational, and legal consequences for employers:
Declining Performance and Lost Productivity: Stressed employees experience lower concentration, poorer decision-making, higher error rates, and lower engagement.
Sickness Absence: Mental ill health is one of the leading causes of both long-term and short-term sickness absence. According to the latest Mental Health UK’s Burnout Report, 1 in 5 UK workers have needed to take time off in 2025 due to poor mental health caused by pressure or stress. The HSE also estimates that 22.1 million working days were lost due to work-related stress, depression or anxiety in 2024/25.
High Staff Turnover: Persistent stress and burnout drive employees to seek opportunities elsewhere, leading to higher rates of resignations and adding more pressure on remaining staff.
Financial Costs: Organisations face direct expenses from sick pay, replacement staffing, decreased output, and potential legal liabilities under employer duty-of-care regulations.
Regulatory Violations and Fines: HSE requires employers to provide a safe working environment and failure to manage psychosocial risks can lead to investigations, citations, and fines.
Strategies for preventing and managing work-related stress
Employers can reduce the cost of poor mental health by taking a proactive, structured approach to workplace wellbeing rather than responding reactively to issues when they occur. According to the 2024 Deloitte’s ‘Mental health and employers’ report, the average return on investment (ROI) for workplace mental health initiatives is £4.70 for every £1 invested. The most effective strategies combine early intervention and cultural change to address mental health at every level of the organisation.
Gathering data and identifying causes of stress
Employee feedback is fundamental to identifying the potential sources of work-related stress and the overall condition of work environment. Employers may use annual employee wellbeing surveys or specific stress surveys to collect data about employees’ perceptions of stress in the workplace and investigate whether work-related stress is likely to be a problem among the staff. The HSE has also developed The Stress Indicator Tool - an online survey designed to gather data anonymously from employees, which can be used in the stress risk assessment element of HSE's Management Standards approach. The Stress Indicator Tool is available for free to pilot for a maximum of 50 employees.
Alongside the HSE indicator tool, there are a range of measures that can be used to help assess the health of an organisation in relation to workplace stress. Employers can gather and analyse relevant data through sickness absence rates across different departments, the number of the referrals to Occupational Health due to poor mental health, statistics from the Employee Assistance Programme (EAP), employee turnover levels, as well as grievance, bullying and harassment figures.
Carrying out work-related stress risk assessment
Taking a proactive approach to controlling stress and carrying out a well-planned stress risk assessment can help employers spot the risks of stress in the workplace which may often go unnoticed. A stress risk assessment is a thorough analysis of the factors in a workplace which may cause stress among the staff and affect their mental health. The first step is to identify workplace stressors and assess their impact on employees. Then, based on the findings, the employer can develop a comprehensive action plan to address and manage the identified stress risks. The last step is to put an action plan into practice. It's important that stress risk assessments are reviewed regularly after initial implementation to ensure the risks have not changed and that no further protective measures are needed.
HSE's risk assessment template can help employers to keep a simple record of who might be harmed and how, what has been already done to control the risks, what further action is needed, who is responsible for carrying out the action, and when it has to be completed.
Employers could also use HSE's Management Standards approach to conduct a stress risk assessment. The standards help to identify and manage six areas of work design which can have an impact on employees' mental health – demands, control, support, relationships, role, and change. Before employers start to implement the Management Standards approach, it is essential they ensure that the resources, support and infrastructure for the project are in place. Tackling work-related stress using the Management Standards approach. A step-by-step workbook provides guidance on the process of conducting a stress risk assessment using this approach.
In addition to an organisational stress risk assessment, an Individual Stress Risk Assessment (ISRA) could be conducted by a line manager when an employee reports they are experiencing work-related stress. Completing an individual stress risk assessment encourages an open discussion about any issues that might be a source of stress. It is an opportunity to identify the support available, make informed decisions and develop an individual action plan to reduce or mitigate stressors. The line manager and employee should periodically review the assessment and action plan to monitor the implementation and effectiveness of agreed control measures. The Management Society has prepared Individual Stress Risk Assessment Guide which provides advice on how to conduct ISRA. Also, the Wellness Action Plan from Mind is a helpful, practical tool that can help line managers identify what keeps employee well at work, what causes them to be stressed, and how to address a mental health problem at work.
Have you done a Stress Risk Assessment in your workplace?
Yes
No
Having a written stress at work policy in place
A workplace stress policy is a set of guidelines designed to help identify, minimise and manage stress-related issues among staff and outline organisation’s commitment to promoting employee health and wellbeing. The policy aims to establish standards both for managers, HR Professionals, Health & Safety Representatives and staff on the prevention and management of work-related stress. The policy should also provide information on sources of internal and external support available to individuals experiencing feelings of stress, such as counselling, EAP, or NHS Talking Therapies. It's important that once the policy is implemented, employers monitor and evaluate its effectiveness on regular basis and make any necessary changes if required.
An example of a stress at work policy can be found here. While this template can help employers to write their own stress management policies, it cannot be just simply amended and adopted, as every organisation is different and faces different challenges and problems.
Getting advice from Occupational Health
If an employee is showing signs of stress and it has a negative impact on their mental health, performance, engagement and work attendance, line managers should consider referring the employee to Occupational Health for further evaluation and support. Early intervention can help protect employee's mental health and prevent presenteeism or long-term sickness absence. Through our Management Referral Service, our Occupational Health Advisors can assess an employee's situation and advise about the specific short- or longer-term workplace adjustments that can be made to help reduce stress levels and manage symptoms of poor mental health.
Providing Counselling Support
Counselling can be particularly beneficial for employees who are experiencing stress, suffering from burnout, struggling with work-life balance, or dealing with other personal problems that may be impacting their overall wellbeing and job performance. Counselling provides employees with a safe and confidential space to express their concerns and talk about their feelings. The main aim of counselling is to help employees find their own solutions to problems and develop better strategies to manage issues.
Introducing an Employee Assistance Programme
An Employee Assistance Programme (EAP) can help organisations to minimise work-related stress, boost resilience in the workforce, and demonstrate its commitment to employees' wellbeing. An EAP is an employee benefit that provides staff with emotional support and practical advice on a wide range of issues that might be impacting their health, wellbeing and performance. EAP services can be available in different forms, with a growing number of options tailored to meet the specific needs of both employees and employers. A buyer's guide to Employee Assistance Programmes from the EAP Association can help employers decide which EAP is right for their organisation.
Organising stress management training for managers
Managers play a key role in the identification and management of stress within the organisation. They should be equipped with knowledge and proactive tools to understand the causes of work-relates stress, recognise the early signs and symptoms, and to support the mental wellbeing of their teams. Stress management training in the workplace can also help managers normalise conversations about wellbeing and create a supportive culture where employees are encouraged to openly discuss their issues so that individual action plans can be implemented.
Resources for managers to prevent and manage stress in the workplace:
Supporting mental health at work: Practical guidance - CIPD and Mind
A Managers guide to talking about Wellbeing, Stress and Mental Health - International Wellbeing Insights and Stress Management Society
Managing and reducing workplace stress handbook - Mates in Mind
Managing stress and building resilience in the workplace - Mental Health UK
Managing stress in the workplace webinar - Mates in Mind
Providing mental health awareness sessions for the whole workforce and sharing relevant resources
One of the best ways to raise awareness of stress and mental health issues in the workplace is to provide employees with information and education on the topic. Employers can invite a guest speaker, such as a mental health professional, an advocate or a person with lived experience, to share their insights and perspectives on work-related stress and mental health. Such an awareness session can help employees recognise and understand stress and encourage them to have open conversations with their line managers about issues in the workplace and seek support.
Employers can also share various materials, such as guides, podcasts and videos about the signs and symptoms of poor mental health and ensure that employees are aware of both the internal and external support available.
Helpful resources:
How to manage and reduce your stress - Mental Health Foundation
Taking you from Distress to De-Stress - Stress Management Society
How to manage and reduce stress - Mental Health Foundation
Stress - Mind
How to support mental health at work - Mental Health Foundation
Dealing with stress - NHS
10 strategies for coping with stress at work – MindWell Leeds
Training employees to become Mental Health First Aiders®
Just as physical first aiders provide support in medical emergencies, Mental Health First Aiders® are trained to spot the signs of poor mental health, provide initial guidance, and signpost someone to professional support services. MHFAiders® are not therapists, psychiatrists or counsellors, but they can offer initial support through non-judgemental listening and guidance. Their main role in the workplace is to be a point of contact for an employee who is experiencing a mental health issue. Therefore, training people to become Mental Health First Aiders® is crucial in supporting staff's wellbeing and breaking down the stigma surrounding mental health.
Workplace stress can result in various negative outcomes for both employees and the organisation. Therefore, it's paramount that employers take a more proactive, preventative approach to managing stress in the workplace. This starts with realising signs and symptoms of stress among the staff and understanding what contributes to poor mental health through gathering and analysing relevant data. Once employers understand the stressors, they can put processes and tools in place to help employees better manage these issues. Taking action to reduce workplace stress and supporting employees' mental health can result in more positive and inclusive work environment, increased productivity, reduced absenteeism and presenteeism, as well as reduced staff turnover resulting in lower recruitment and onboarding costs.
If you need help adopting a range of measures to proactively manage stress in the workplace, get in touch with us to discuss how we can support you and your staff.
We offer:
Management Referral Service
Telephone and Face to Face Counselling
Employee Assistance Programme (EAP)
Mental Health First Aiders® courses
Webinars and seminars: Dealing Effectively With High Pressure Situations and Mental Health Awareness
Health Leadership Course: Developing Team Resilience and Mental Health
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