Manage work-related stress

Your legal duty to manage work-related stress

Work-related stress is a health and safety issue. As an employer, you have a legal duty under the Health and Safety at Work Act 1974 (Section 2) to ensure, so far as is reasonably practicable, the health, safety and welfare of your employees. This includes their mental health.

The Management of Health and Safety at Work Regulations 1999 (Regulation 3) require you to assess all workplace risks to health, including risks from work-related stress, and take action to control them.

This is not optional guidance - it is a legal requirement that applies to all employers regardless of size or sector.

What is work-related stress?

HSE defines work-related stress as:

"The adverse reaction people have to excessive pressures or other types of demand placed on them at work."

Key distinctions:

• Stress is not an illness - but prolonged exposure to excessive pressure can cause physical and mental ill health
• Pressure is not the same as stress - reasonable pressure can be motivating; stress occurs when pressure exceeds someone's ability to cope
• Work-related stress specifically refers to stress caused or made worse by work factors, not personal circumstances (though these may interact)

Health conditions linked to work-related stress include:

• Anxiety and depression
• Cardiovascular disease
• Musculoskeletal disorders
• Sleep problems
• Weakened immune system

The HSE Management Standards approach

HSE has developed an evidence-based approach to tackling work-related stress. The Management Standards define 6 key areas of work design that, if not properly managed, are associated with poor health and wellbeing, lower productivity, and increased sickness absence.

The Standards are not a legal requirement in themselves, but they represent best practice for meeting your legal duties. HSE recommends using them as a framework for risk assessment and action planning.

For each standard, HSE describes the "state to be achieved" - what should be happening if you are managing that risk factor effectively. This helps you assess your current position and identify areas for improvement.

The 6 Management Standards in detail

1. Demands

What it covers: Workload, work patterns, and the work environment.

The state to be achieved:

• Employees indicate they are able to cope with the demands of their jobs
• Systems are in place locally to respond to individual concerns

What good looks like:

• The organisation provides employees with adequate and achievable demands in relation to agreed hours of work
• People's skills and abilities are matched to the job demands
• Jobs are designed to be within the capabilities of employees
• Employees' concerns about their work environment are addressed

Warning signs of problems:

• Employees regularly working excessive hours or taking work home
• Unrealistic deadlines becoming the norm
• Staff saying they cannot cope with the volume of work
• High error rates or declining quality

2. Control

What it covers: How much say employees have in the way they do their work.

The state to be achieved:

• Employees indicate they are able to have a say about the way they do their work
• Systems are in place locally to respond to individual concerns

What good looks like:

• Where possible, employees have control over their pace of work
• Employees are encouraged to use their skills and initiative to do their work
• Employees are encouraged to develop new skills to help them undertake new and challenging pieces of work
• The organisation encourages employees to develop their skills
• Employees have a say over when breaks can be taken
• Employees are consulted over their work patterns

Warning signs of problems:

• Employees feel micro-managed or unable to make decisions
• Rigid work patterns with no flexibility
• No opportunity for employees to contribute ideas
• Lack of autonomy in how tasks are completed

3. Support

What it covers: Encouragement, sponsorship and resources from the organisation, line management and colleagues.

The state to be achieved:

• Employees indicate they receive adequate information and support from their colleagues and superiors
• Systems are in place locally to respond to individual concerns

What good looks like:

• The organisation has policies and procedures to adequately support employees
• Systems are in place to enable and encourage managers to support their staff
• Systems are in place to enable and encourage employees to support their colleagues
• Employees know what support is available and how and when to access it
• Employees know how to access the required resources to do their job
• Employees receive regular and constructive feedback

Warning signs of problems:

• Employees do not know who to go to for help
• Managers are too busy or untrained to support staff
• Poor communication about support available
• Employees feel isolated

4. Relationships

What it covers: Promoting positive working to avoid conflict and dealing with unacceptable behaviour.

The state to be achieved:

• Employees indicate they are not subjected to unacceptable behaviours, e.g. bullying at work
• Systems are in place locally to respond to individual concerns

What good looks like:

• The organisation promotes positive behaviours at work to avoid conflict and ensure fairness
• Employees share information relevant to their work
• The organisation has agreed policies and procedures to prevent or resolve unacceptable behaviour
• Systems are in place to enable and encourage employees to report unacceptable behaviour

Warning signs of problems:

• Bullying, harassment or discrimination is occurring or tolerated
• Cliques or poor team relationships
• Conflict between individuals or teams
• High grievance or complaint rates

5. Role

What it covers: Whether people understand their role and whether the organisation ensures roles do not conflict.

The state to be achieved:

• Employees indicate they understand their role and responsibilities
• Systems are in place locally to respond to individual concerns

What good looks like:

• The organisation ensures that, as far as possible, the different requirements it places upon employees are compatible
• The organisation provides information to enable employees to understand their role and responsibilities
• The organisation ensures that, as far as possible, the requirements it places upon employees are clear
• Systems are in place to enable employees to raise concerns about any uncertainties or conflicts in their role

Warning signs of problems:

• Employees unclear about what is expected of them
• Conflicting demands from different managers
• Job descriptions out of date or not matching actual work
• Confusion about responsibilities and reporting lines

6. Change

What it covers: How organisational change is managed and communicated.

The state to be achieved:

• Employees indicate the organisation engages them frequently when undergoing change
• Systems are in place locally to respond to individual concerns

What good looks like:

• The organisation provides employees with timely information to enable them to understand the reasons for proposed changes
• The organisation ensures adequate employee consultation on changes and provides opportunities for employees to influence proposals
• Employees are aware of the probable impact of any changes to their jobs. If necessary, employees are given training to support the change
• Employees are aware of timetables for changes
• Employees have access to relevant support during changes

Warning signs of problems:

• Rumours about changes circulating before official communication
• Staff feel changes are imposed without consultation
• Anxiety about job security during restructuring
• Poor communication about why changes are happening

How to conduct a stress risk assessment

You should assess risks from work-related stress as part of your overall duty to assess workplace risks under the Management of Health and Safety at Work Regulations 1999.

HSE recommends using the Management Standards approach:

Recognising signs of work-related stress

Early recognition allows you to take action before stress leads to ill health. Look for changes at both individual and organisational level.

Signs in individuals

Behavioural changes:

• Taking more time off, particularly short-term absences
• Arriving late or leaving early
• Being more withdrawn or isolated
• Changes in eating habits at work
• Increased smoking or drinking
• Becoming more emotional or aggressive
• Difficulty making decisions
• Making more mistakes than usual

Physical symptoms reported:

• Headaches
• Tiredness
• Muscle tension
• Digestive problems
• Sleep difficulties

Organisational warning signs

• Increased sickness absence, particularly stress-related or short-term
• Higher staff turnover
• Reduced productivity or quality
• Increased errors or near-misses
• More complaints or grievances
• Poor morale or atmosphere
• Increased conflict between staff
• Customer complaints rising

Employer interventions and adjustments

Once you have identified stress risks, you must take reasonably practicable steps to address them. Interventions can be at organisational, team, or individual level.

Organisational interventions

• Review workloads and deadlines - ensure they are realistic and achievable
• Improve job design - ensure jobs match employee capabilities and include variety
• Increase control - give employees more say in how they do their work
• Improve communication - particularly during times of change
• Train managers - to recognise and respond to stress
• Review policies - ensure bullying, harassment and grievance policies are effective
• Clarify roles - ensure job descriptions are clear and up to date

Individual adjustments

Where an individual employee is experiencing stress, consider:

• Temporary workload reduction
• Flexible working arrangements
• Additional support or supervision
• Time off for medical appointments
• Phased return to work after absence
• Redeployment to a less stressful role if appropriate
• Access to Employee Assistance Programme (EAP) or counselling

Important: If an employee's stress amounts to a disability (for example, they have depression or anxiety that has lasted or is expected to last 12 months or more and has a substantial impact on their daily activities), you may have a duty to make reasonable adjustments under the Equality Act 2010.

Return to work support after stress-related absence

Employees returning after stress-related absence may need additional support to prevent relapse and help them reintegrate successfully.

Record keeping

Good records help you demonstrate compliance and identify patterns. Keep records of:

• Stress risk assessments and any reviews
• Actions taken to address identified risks
• Individual cases where stress-related concerns were raised (maintaining confidentiality)
• Sickness absence data - tracking stress-related absence helps identify trends
• Training provided to managers on recognising and managing stress
• Return to work discussions and any agreed adjustments

Confidentiality: Information about individual employees' health is sensitive personal data under data protection law. Store it securely, limit access to those who need it, and do not keep it longer than necessary.

HSE tools and resources

HSE provides free tools to help you implement the Management Standards approach:

• Stress indicator tool - an online survey to help you understand how employees perceive stress factors in your organisation
• Talking toolkit - guidance and materials for having conversations with employees about stress
• Analysis tool - helps you analyse survey results and identify priority areas
• Case studies - examples of how other organisations have tackled work-related stress