Time to tame stress

STRESS IS a common issue across many workplaces in various industries. As an employer, there is a duty to understand both your legal and ethical obligations to alleviate stress among your staff. This is not only to ensure you are meeting the requirements of employment law but also to ensure you are nurturing a healthier, happier and more productive workplace. 

Understanding stress

We all feel stressed at times, and it can be triggered by a variety of pressures. The stress response evolved as a survival strategy to keep us safe when we were at risk of being eaten by predators. When our brains sensed danger, it would shut down unnecessary functions and flood our blood with glucose, giving us a power surge to make our muscles respond in one of two ways: fight or flight. Nowadays, predators are not an everyday concern but our physiological response to challenging situations that feel beyond our control are the same. If we are feeling unrelenting pressure over a long time period the constant state of fight or flight can lead to serious mental and physical health issues. 

It is important to note that some amount of stress is natural and can even be helpful.  For example, when we are working hard to meet a deadline or preparing for a big presentation.  However, it’s important that these high-pressured situations are not the norm in our working lives. In many cases, workplace stress arises from excessive workload, tight deadlines, poor work-life balance, lack of managerial support, and unclear job expectations. 

Common symptoms of stress include headaches, muscle tension, fatigue, anxiety, and difficulty concentrating. In the workplace, these symptoms can result in decreased productivity, increased absenteeism, higher staff turnover, and overall dissatisfaction.

Under their duty of care to their staff, employers must be able to recognise and address stress in their workplace, taking steps to prevent work-related stress. Legal obligations are outlined in the following regulations:      

1. Health and Safety at Work Act 1974

This legislation requires employers to protect the health (including mental health), safety, and welfare of their employees. It applies to all businesses, regardless of size or industry, and mandates that employers take necessary precautions to ensure a safe working environment.

2. Management of Health and Safety at Work Regulations 1999

These regulations require employers to assess workplace risks, including those related to stress, and implement measures to mitigate them. Employers should carry out regular stress risk assessments and consult employees about their concerns.

3. Equality Act 2010

Under this Act, employees experiencing severe mental health conditions may be protected from discrimination if their condition qualifies as a disability. Employers are legally required to make reasonable adjustments, such as flexible working arrangements, changes in workload, or additional support.

It’s important that employers recognise the seriousness of poor mental health and treat it the same way they would if an employee had a physical health condition or illness. Employees should feel safe to speak to managers about their mental health and they should be supported to get assistance from healthcare professionals or take time off if needed. 

Similarly, employers should be aware that an employee’s cause of stress may not be related to their work but as a response to stressors outside of work such as financial difficulties, relationship problems, or caring responsibilities. 

Employees experiencing stress may show signs such as:

• Increased absenteeism or lateness.
• Decreased performance and focus.
• Withdrawal from colleagues and workplace activities.
• Noticeable changes in mood or behaviour.
• Frequent fatigue or low energy.

Providing support

Workplaces should foster an open culture where employees feel safe to ask for help if they are experiencing stress or other mental health issues. There are several ways employers can provide support:

• Employee Assistance Programmes (EAPs): Offering confidential counselling and mental health support can help employees navigate personal challenges.
• Flexible Working Arrangements: Allowing remote work, adjusted hours, or reduced workload can provide relief for those struggling with external stressors.
• Financial Wellbeing Initiatives: Providing access to financial advice or assistance programmes can help alleviate financial-related stress.
• Workplace Peer Support Networks: Encouraging mentorship or peer-support groups can create a sense of community and emotional support.
• Mental Health First Aid Training: Training managers and employees in mental health first aid can enable them to recognise when a colleague may need support and guide them to appropriate resources.

As with any health concerns, prevention is better than cure so workplaces will serve their teams well by taking a proactive approach to preventing and managing stress by adopting a workplace culture that prioritises employee wellbeing. By fostering an open culture and offering meaningful support, employers can create a more compassionate and resilient workforce. This should include: 

1. Promoting open communication

Encouraging employees to discuss their feelings and concerns without fear of stigma is crucial. Regular one-to-one meetings, team check-ins, and anonymous feedback mechanisms can help identify issues early and provide the necessary support.

2. Training managers on mental health

Providing managers with training on how to recognise the signs of stress and support employees appropriately is essential. This includes understanding mental health conditions, knowing how to initiate conversations about wellbeing, and signposting to professional support where needed.

3. Providing access to support resources

Employers should ensure employees have access to counselling services or Employee Assistance Programmes (EAPs). These services offer confidential mental health support and can be instrumental in preventing stress from escalating into more severe conditions.

4. Encouraging work-life balance

Promoting the importance of taking breaks, using annual leave, and maintaining boundaries between work and personal time can significantly reduce stress levels. Employers should actively encourage staff to take their entitled holidays and avoid excessive overtime.

5. Addressing the 'always on' culture

The rise of technology has blurred the boundaries between work and personal life, leading to an ‘always on’ culture where employees can feel obligated to respond to emails and messages outside of working hours. This can contribute to burnout and increased stress levels. One effective way to address this is by implementing policies that restrict work-related communications outside of office hours. France has set an example by enacting the ‘Right to Disconnect’ law, which protects employees from being expected to engage with work emails or calls outside of working hours.

Employers in the UK can follow suit by:

• Establishing clear expectations that employees are not required to respond to work communications outside of their normal working hours.
• Introducing ‘email curfews’ where company-wide policies discourage sending or responding to emails after a certain time.
• Encouraging managers to lead by example by respecting employees’ personal time.
• Providing training on time management and setting boundaries to help employees disengage from work outside of office hours.

Another innovative approach to reducing workplace stress is implementing a shorter working week. Research has shown that reducing working hours can lead to increased productivity, improved job satisfaction, and better mental health outcomes.

Several companies including the Mental Health Foundation have experimented with a reduced hours work week while maintaining employees' pay. Results from these pilots have demonstrated benefits such as:

• Increased employee wellbeing and work-life balance.
• Higher levels of focus and productivity.
• Reduced absenteeism and burnout.
• Improved talent attraction and retention.

For organisations that can adopt this model, it may be worth considering as a long-term strategy for enhancing workplace wellbeing. Employers can explore the idea with a trial to assess its feasibility and potential impact on business operations.

Addressing workplace stress and supporting employees’ mental health and wellbeing is more than a legal obligation for employers in the UK. It is vital in sustaining a thriving, productive, and healthy workforce. Investing in employee wellbeing initiatives benefits both employees and organisations by reducing absenteeism, improving job satisfaction, and enhancing overall workplace performance. 

You can download the Mental Health Foundation’s publications ‘How to support mental health at work’ and ‘How to manage and reduce stress’ for free (or purchase hard copies for a small fee) from its website.

Alexa Knight is director of England at the Mental Health Foundation. For more information, visit www.mentalhealth.org.uk