Managing stress in the workplace

Workplace stress is a widespread issue that employers must take seriously, not only from a wellbeing perspective but also from a legal standpoint. Even organisations with established support systems can face challenges, for example, workload pressures escalate and go unaddressed. When this occurs, employees may experience burnout, mental ill health, or physical conditions linked to stress.

Failure to manage workplace stress appropriately can lead to increased sickness absence, reduced productivity, resignations, and potential legal claims, including constructive dismissal and disability discrimination. Employers should therefore adopt a proactive and structured approach to managing stress at work.

What is stress?

In the employment context, ACAS (the Advisory, Conciliation and Arbitration Service) adopts the definition provided by the Health and Safety Executive (HSE), which defines stress as:

“The adverse reaction people have to excessive pressures or other types of demand placed on them.”

Stress can contribute to mental health conditions such as burnout, depression, and anxiety. It may also worsen physical health issues, including heart conditions, digestive problems, and skin disorders.

Common causes of stress at work

There are many factors that can cause or contribute to workplace stress, including:

• Excessive workload
• Poor relationships with colleagues or management
• Lack of support
• Expectations to work long hours or avoid taking time off when unwell
• Organisational changes
• Unclear roles and responsibilities
• Toxic workplace culture, including bullying or inappropriate behaviour that has become normalised
• Limited opportunities for growth or progression
• Inadequate training
• High staff turnover
• Personal circumstances such as bereavement, divorce, or fertility issues
• Ongoing health issues
• Financial issues

Legal obligations of an employer

Employers have a duty to ensure they protect the health and safety of employees, and this includes stress at work and any resulting illness or injury.

The Health and Safety at Work Act 1974 also puts a general duty on employers to ensure (as far as reasonably practicable) the health, safety and wellbeing of employees at work.

Employers have a legal duty to carry out risk assessments in the workplace to highlight any potential risks to employees. A written record of the risk assessment should be made and reviewed regularly. HSE have a useful template that can be accessed at https://www.hse.gov.uk/simple-health-safety/risk/risk-assessment-template-and-examples.htm.

If any potential risks are identified, it is important that an employer considers ways to eliminate or reduce the risk.

An assessment should:

• Identify potential stressors within the organisation
• Evaluate the level of risk posed
• Implement measures to remove or reduce those risks
• Be documented and reviewed regularly

Failure to carry out adequate risk assessments may expose employers to enforcement action and liability.

If workplace stress is not properly managed, employers may face claims such as:

• Constructive dismissal – where an employee resigns due to a fundamental breach of contract
• Disability discrimination – where stress amounts to a disability under the Equality Act 2010 and the employer fails to make reasonable adjustments
• Personal injury claims – where an employer’s negligence leads to harm

Employers should take preventative action to minimise these risks.

Recognising signs of stress in employees

Being able to identify early will assist with early intervention. However, recognising stress in employees can be challenging, as individuals respond differently. Common indicators of stress may include:

• Changes in behaviour or mood
• Increased or repeated absence
• Reduced performance or missed deadlines
• Declining quality of work
• Fatigue or low energy
• Irritability or conflict with colleagues
• Withdrawal from team interaction or reduced engagement

What an employer can do to limit stress in the workplace

There are several proactive steps employers can take to minimise stress and these include:

1. Carrying regular risk assessments and reviews.
2. Implementing a mental health and wellbeing policy at work setting out where and from who employees can seek support from.
3. Having an employee assistance programme in place.
4. Fostering a culture of being open and communicate about stress in the workplace so that employees are not discouraged from seeking help should they need to.
5. Provide management with training on how to identify stress in the workplace, its impact and how to address it and support employees.
6. Offer employees a mental health day. Whilst this is not a legal requirement, it can be beneficial for an employee to take a days’ leave as respite. This is not considered sick leave but rather an additional days’ annual leave.
7. Have department away days to switch off from the daily work routine and to work on and strengthen relationships between staff.

Conclusion

Managing workplace stress is both a legal obligation and a critical component of effective workforce management. Employers who take a proactive approach, through risk assessment, supportive policies, and a positive workplace culture are better positioned to protect their employees and reduce legal and operational risk.

Creating an environment where employees feel supported is not only beneficial for wellbeing but also contributes to long-term organisational success.