Every April, Stress Awareness Month shines a spotlight on the growing concerns surrounding mental health in the workplace. As modern work environments become more fast-paced and demanding, the need for employers to proactively manage stress has never been more apparent—not only for employee wellbeing but also to remain compliant with employment law.
Employers have a legal duty to ensure the health, safety and welfare of their employees, including mental health. This is set out under the Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999, which require employers to assess and mitigate health risks, including stress.
Employers need to be able to recognise the early warning signs of workplace stress and know how to effectively manage the situation. These may include increased absence or presenteeism, declining productivity or quality of work, interpersonal conflicts or withdrawal, mood changes, fatigue or signs of burnout.
Failing to address work-related stress can negatively impact productivity and staff morale, as well as also potentially opening the door to constructive dismissal and discrimination claims. In such cases, the financial and reputational exposure for a business could be significant.
If an employee suffers with stress, which may involve a period of sickness absence, the role of Occupational Health will be important. This can help employers to gain further understanding as to the condition, prognosis, whether the employee is likely to be considered disabled under the Equality Act 2010 and what adjustments can be made to support an employee’s return to work.
Whether or not it is appropriate to consider any absence or performance management processes will very much depend on the circumstances of each individual employee. It’s a balancing act for employers not to unreasonably take action which causes or exacerbates workplace stress, while also being mindful of business needs and not simply turning a blind eye to regular or long term absence or poor performance at work. Adjustments may need to be made to internal processes to take account of the employee’s health, such as discounting absence trigger points, providing longer periods for improvement or allowing the employee to be accompanied at meetings by somebody other than a colleague or trade union representative.
To stay compliant and promote a healthy work culture, employers should consider implementing the following strategies:
1. Risk Assessments and Policies
Regularly conduct stress risk assessments, identifying sources of stress such as workload, time management or lack of support. Develop or update mental health and wellbeing policies that set out support mechanisms and expectations.
2. Promote Work-Life Balance
Encourage realistic workloads, discourage excessive overtime and promote flexible working arrangements where possible.
3. Employee Assistance Programmes (EAPs)
Consider offering confidential support services such as counselling, mental health helplines or stress management workshops. Ensure employees are aware of these resources and how to access them.
4. Training and Awareness
Educate managers and employees during Stress Awareness Month and beyond. Training should focus how to spot the signs of workplace stress and how to effectively manage them.
As the focus on mental health awareness continues to grow, there is an expectation on employers to take proactive steps against workplace stress. Embracing these responsibilities not only ensures legal compliance but also helps build a more resilient and engaged workforce.
Stress Awareness Month is more than a calendar event—it’s a call to action.
