Combatting work-related stress

Employers face many arduous challenges in the current business landscape and tackling the disruptive impact of stress on the workforce is proving to be one of the most difficult to overcome.

In the fast-paced, constantly evolving and pressurised modern workplace, work-related stress is creating an enormous problem for employers of all sizes, across all sectors.

Last year stress was found to be near the top of the list of reasons for employee ill health, when workplace absences were reported to have hit their highest level in over a decade [1] cited 22.4.24

A study reported that 76 per cent, of the 5,139 UK workers quizzed, had been off work due to stress over the previous year, adding that it was also a top cause of longer-term absences.

High workloads were said to be the main cause of stress-related absence, followed by management style.

Non-work factors, such as health issues and relationships/family, were found to be among the most common causes of stress-related absence.

The extremely disruptive and worrying effect of stress at work and unsettling impact it can have on even a high-profile organisation, was highlighted in a recent report.

A study revealed Leicestershire Police officers have reported feeling stressed, overworked, undervalued and many were said to be considering leaving their jobs [2] cited 22.4.24

Around 81 per cent of the 445 local officers who took part in a survey reported feelings of stress, low mood, anxiety or other health and wellbeing concerns over the last 12 months, with 44 per cent saying they found their job ‘very or extremely stressful’. 15 per cent said they intended to resign from their jobs either ‘within the next two years or ‘as soon as they can’.

The essential work needed by employers to help staff struggling to cope with work-related stress is, or at least should, be very clear.

Almost eight in 10 UK employees have said they would quit their job due to high levels of stress and lack of mental support [3] cited 22.4.24

It is the primary factor influencing employees’ decisions to leave their roles. Stress ranked high, and just 1 per cent below salary (79 per cent) on the issues affecting employee turnover in the workplace.

This  comes against a backdrop of a high number of workers on sick leave due to work-related stress.

Most recent figures show, the UK economy lost 17.1 million days of sickness absence to work-related stress, depression and anxiety  in 2022/23 [4] cited 22.4.24

No industry or sector is exempt, with stress posing a daunting challenge for employers and employees alike.

Here we take a look at the implications of stress in the workplace, and practical steps to manage its impact.

The impact on employers

The repercussions of stress can be far-reaching and extend beyond the affected individuals, and to the organisations they work for.

High levels of stress can inevitably affect the morale of staff and lead to a drop in productivity, increased rates of absenteeism and higher turnover of employees.

Managing sickness absence can also incur a range  of unwelcome costs for any business.

For example,  statutory sick pay, occupational sick pay, cost of temporary staff to cover for absent employees, and it can also lead to increased insurance premiums and potential legal costs if the mismanagement of an absence becomes a legal dispute.

In addition, the negative effects of stress can spread through a workplace culture and create a sense of fear, unhappiness and lead to a loss of motivation among staff.

So the knock-on effects can be that it harms morale, creativity and innovation and thwarts an organisation's ability to adapt and thrive in any competitive environment.

Strategies for employers

There is no simple answer as to how best an employer can address stress at work.

The approach taken will, obviously, vary depending on the size of any business and resources available.

Addressing workplace stress requires a proactive and holistic approach from employers

There are some key and practical steps all businesses can take whether they are a small and medium-sized enterprise or large corporation.

Two key strategies any employer can adopt to help to manage and lessen work-related stress among staff are:

• Promote work-life balance:

There are many and varied reasons as to why employees struggle to maintain a good work-life balance e.g. increased responsibilities at work, working longer hours, increased responsibilities at home and having children

Employers can help by offering flexible and viable alternative working options. This can include the opportunity to work remotely when and where possible, and providing  flexible working hours and arrangements.

Employers can also help by encouraging and reminding employee to take their annual leave. It can allow them to switch off from work for a period of time, and certainly help with a better work-life balance.

There are various reasons why some employees may worry, opt or believe they should not take annual leave from work:

• Fear about work piling up in their absence, which could lead to stress upon their return;
• In some workplaces, there may be an unspoken expectation to prioritise work over taking leave, or employees may feel pressured by management not to take time off;
• Taking less time off will make them appear more dedicated and indispensable, potentially safeguarding their job
• Or concern that there is no one else who can cover their duties while they are away.

Employees should be encouraged to take their entitled leave to prevent burnout and maintain a healthy work-life balance.

It is also vital for employers to manage workloads and provide coverage to ensure staff can take their leave without worry.

• Set clear expectations and goals:

Clearly communicate job responsibilities, expectations and goals to employees.

Providing clarity can help reduce uncertainty and stress related to work tasks and deadlines.

Clear goals provide a sense of direction and purpose, making it much easier to prioritise tasks and manage workload.

It also helps with focus, because when any employee is fully aware of what exactly is expected of them, they are more likely to be engaged and motivated, which can also give them job satisfaction.

Additional benefits of  clear expectations are that they can lead to increased efficiency, as employees spend less time trying to figure out what they should be doing; it can help to boost employees’ morale, as they feel more confident in their roles and contributions to the company; and reduce ambiguity, which can be a significant source of stress if employees are unsure about their responsibilities.

The importance of setting clear expectations and goals cannot be understated. It helps to create a more structured and supportive working environment in which employees can feel more secure and less stressed about their work.

Knowledge is key

Providing training and resources for employees can be a major help in assisting workers to manage and alleviate stress at work.

Employees who are given the necessary skills and resources to effectively manage stress and build resilience are much more likely to have a greater job satisfaction.

Training can include techniques for relaxation, time management and problem-solving.

While resources could include support initiatives, counselling services, or tools that facilitate a healthier work-life balance.

These are just a couple of measures that can not only enhance employee well-being but also improve overall organisational performance.

The Health and Safety Executive provide comprehensive and practical guidance to help to protect employees from stress at work. [5] cited 22.4.24

Finally

Stress at work is a serious issue, which requires attention from employers and it should not be ignored or overlooked.

By putting into action proactive measures to address stressors, promote employee well-being, and create a supportive work environment, organisations can help to lessen the negative effects of stress and create a healthier, more productive workforce.

Investing in the mental health and well-being of employees not only benefits individuals but it can also contribute to the long-term success and sustainability of any organisation.