A work related stress risk assessment helps organisations identify and address the causes of stress at work. Research from the Health and Safety Executive shows that stress, depression, and anxiety account for a significant proportion of work-related ill health in the UK, with clear impacts on absence, performance, and productivity.
Here we discuss what a stress risk assessment should cover to meet legal requirements and the steps to follow, giving you a clear framework to identify, assess, and manage stress in your workplace.
What is a stress risk assessment at work?
Work related stress risk assessments fall into two main categories: organisational assessments and individual assessments.
Both types of work stress risk assessment form part of a broader approach to mental health risk assessment, combining preventative action with targeted support.
Organisational stress risk assessments
An organisational stress risk assessment focuses on systemic issues across teams, departments, or the wider organisation.
The aim is to identify patterns and underlying causes of stress, then implement practical changes that improve working conditions across groups of employees.
Organisational assessments are preventative, helping to reduce the likelihood of stress-related ill health before it escalates into absence, disengagement, or performance issues.
Individual stress risk assessments
An individual stress risk assessment focuses on the specific circumstances of one employee where a concern has been identified.
This assessment may be triggered by signs of stress, a reported issue, or a period of absence. The assessment explores the individual’s work situation, identifies key stressors, and agrees practical adjustments to reduce risk.
Individual assessments often involve collaboration between managers, HR, and, where appropriate, occupational health professionals.
Examples of individual stress risk assessments are:
- Stress risk assessment return to work – carried out following stress-related absence to identify the original causes, confirm whether risks remain, and agree adjustments such as a phased return or amended duties.
- Fit for work stress risk assessment – to assess whether an employee can carry out their role safely, considering their current capacity, any reasonable adjustments required, and how work can be managed on an ongoing basis.
These risk assessments for work related stress support a safe, sustainable return to work and ongoing performance.
What is covered in an organisational stress risk assessment?
An organisational stress risk assessment is a structured process to identify the causes of work-related stress and recommend actions to reduce it.
These stress risk assessments are aligned with the Health and Safety Executive (HSE) Management Standards for work-related stress, which define six key areas of work design that must be effectively managed:
Demands (workload, work patterns, and environment)
This standard focuses on how much work employees are expected to do and the conditions in which that work takes place.
A stress risk assessment examines whether workloads are manageable, deadlines are realistic, and working hours allow for adequate rest and recovery. It also considers environmental factors such as noise, interruptions, and workspace conditions.
The HSE expects work to be achievable within reasonable hours and without excessive pressure. Where demands are too high, this can lead to fatigue, errors, and an increased risk of stress-related ill health.
Control (how much say employees have in their work)
Here, the focus is on the level of autonomy and influence employees have over how they carry out their work.
A stress risk assessment considers whether employees have flexibility in how they complete tasks, can plan their own work, and are involved in relevant decision-making.
Low levels of control can increase stress, particularly when combined with high demands. Providing appropriate autonomy helps improve engagement, confidence, and job satisfaction.
Support (resources, encouragement, and management support)
This standard focuses on the level of support employees receive from managers, colleagues, and the organisation.
A stress risk assessment looks at whether employees are given clear guidance, regular feedback, and access to the tools, training, and resources needed to do their job effectively. It also looks at whether employees feel comfortable asking for help when needed.
The HSE expects organisations to provide accessible support and clear ways for employees to raise concerns. Where support is lacking, this can lead to increased pressure, reduced confidence, and disengagement.
Relationships (positive working and preventing conflict)
The focus here is on the quality of working relationships and how behaviour is managed at work.
A stress risk assessment explores whether there are issues such as conflict, poor communication, bullying, or harassment, and how effectively these are addressed. It also considers whether there is a culture of respect and collaboration within teams.
Organisations are expected to promote positive working relationships and have procedures in place to prevent and manage unacceptable behaviour. Poor relationships can significantly increase stress and negatively affect both wellbeing and performance.
Role (clarity of responsibilities and expectations)
This area focuses on whether employees understand their role and what is expected of them.
A stress risk assessment reviews whether job roles are clearly defined, responsibilities are understood, and there are no conflicting demands or overlaps between roles.
Employees should understand how their work contributes to organisational objectives. A lack of clarity can lead to confusion, duplication of effort, and increased pressure.
Change (how organisational change is managed and communicated)
This standard covers how organisational change is managed and communicated.
A stress risk assessment reviews how changes (such as restructures, new systems, or shifting priorities) are planned and communicated, and whether employees feel informed, consulted, and supported throughout the process.
Clear communication and employee involvement are essential during periods of change. When change is poorly managed, it can lead to uncertainty, reduced trust, and increased stress across teams.
Is it a legal requirement to have a stress risk assessment?
Under Section 2(1) of the Health and Safety at Work etc. Act 1974, employers must ensure, so far as is reasonably practicable, the health, safety, and welfare of their employees. This duty includes protecting employees from work-related stress.
This is reinforced by Regulation 3(1) of the Management of Health and Safety at Work Regulations 1999, which requires employers to carry out a “suitable and sufficient assessment of the risks to the health and safety of their employees”.
In addition, Regulation 3(6) requires employers with five or more employees to record the significant findings of that assessment.
This means that where work-related stress is a foreseeable risk (as it is in most organisations) employers must assess and manage it like any other workplace risk, through organisational and individual assessments where appropriate.
What are common work stress triggers?
The HSE Management Standards identify six main stress triggers which provide a clear framework for identifying psychosocial hazards during a stress risk assessment:
| HSE Standard | Risk factor example |
| Demands | Excessive workload, tight deadlines, or poor working environment |
| Control | Lack of autonomy over how work is carried out |
| Support | Insufficient resources or limited management support |
| Relationships | Conflict, poor communication, or workplace bullying |
| Role | Unclear responsibilities or conflicting expectations |
| Change | Poorly managed or communicated organisational change |
How to carry out an organisational stress risk assessment
A stress risk assessment at work should follow a clear, structured process to ensure risks are properly identified and managed.
1. Identify the hazards
Start by identifying the key sources of work-related stress using the HSE Management Standards: demands, control, support, relationships, role, and change.
This means looking at how work is organised and where pressure points may exist. For example:
- Excessive workloads or unrealistic deadlines
- Lack of clarity around roles or responsibilities
- Poor communication or unresolved conflict within teams
- Limited support from managers
Information can be gathered through employee surveys, one-to-one discussions, absence data, or team feedback.
2. Identify who is at risk
Next, consider which employees or groups may be affected and how.
This may include:
- Teams with consistently high workloads or tight deadlines
- New starters or employees undergoing organisational change
- Individuals returning from stress-related absence
- Managers with high levels of responsibility but limited support
Understanding who is at risk helps ensure that any actions taken are targeted and proportionate.
3. Evaluate and prioritise risks
Once hazards have been identified, assess the level of risk by considering the likelihood of the issue occurring and the severity of its impact.
This includes reviewing:
- How often the issue arises (e.g. ongoing or occasional)
- The potential impact on health, wellbeing, and performance
- How many employees are affected
- Whether existing control measures are already in place and effective
For example, a consistently high workload affecting an entire team presents a greater risk than a short-term pressure affecting one individual.
4. Prioritise risks
To prioritise action, risks should be scored using a simple likelihood and severity matrix.
Likelihood (how often it occurs):
- 1 = Rare (occasional or one-off issue)
- 2 = Possible (occurs sometimes)
- 3 = Likely (ongoing or frequent issue)
Severity (impact on employees):
- 1 = Low (minor pressure, no lasting impact)
- 2 = Medium (noticeable stress, reduced performance)
- 3 = High (burnout, absence, or significant health impact)
Risk score = Likelihood × Severity
This produces a score between 1 and 9:
- 1–3 (Low risk): Monitor and manage locally
- 4–6 (Medium risk): Action required
- 7–9 (High risk): Urgent action required
For example, ongoing excessive workload (Likelihood = 3) leading to stress-related absence (Severity = 3) would score 9 (high risk) and should be prioritised.
This approach ensures risks are assessed consistently and that action is focused on the areas of greatest impact.
5. Record findings and implement actions
Document stress risk assessment findings and develop a clear, practical action plan.
This should state:
- What actions will be taken (e.g. redistributing workload, improving communication processes, providing additional training)
- Who is responsible for each action
- Timescales for implementation
For example, an organisation may introduce regular team check-ins to manage workload, clarify roles through updated job descriptions, or provide training for managers on recognising stress.
For employers with five or more employees, recording these findings is a legal requirement under Regulation 3(6) of the Management of Health and Safety at Work Regulations 1999.
6. Monitor and review
A stress risk assessment should be reviewed regularly to ensure that control measures remain effective and risks are properly managed.
Under Regulation 3(3) of the Management of Health and Safety at Work Regulations 1999, employers are required to review their risk assessment if there is reason to suspect it is no longer valid, or if there has been a significant change in the matters to which it relates.
It is advisable to set a review point, normally every 6 to 12 months or sooner where there are changes such as restructures, increased workload, or new ways of working.
Monitoring should include:
- Reviewing absence and turnover data
- Gathering ongoing employee feedback
- Checking whether agreed actions have been implemented and are working
This ongoing review process ensures continuous improvement and helps organisations respond effectively to changing risks over time.
Who should carry out a work related stress risk assessment?
Work related stress risk assessments are normally led by line managers, HR professionals, or health and safety specialists, depending on the size and structure of the organisation.
However, a stress assessment should not be carried out in isolation. Employers have a legal duty to consult employees on matters relating to their health and safety.
Under Section 2(6) of the Health and Safety at Work etc. Act 1974, and further supported by the Safety Representatives and Safety Committees Regulations 1977 and the Health and Safety (Consultation with Employees) Regulations 1996, employers must involve employees or their representatives when assessing risks and implementing control measures.
Employees must be involved in the assessment process to ensure risks are accurately identified and understood. This is likely to include:
- Staff surveys or consultations
- Team discussions or regular check-ins
- Reviewing absence, workload, and performance data
Combining management oversight with employee input leads to a more accurate assessment and more effective, practical solutions.
What if employees do not engage?
Employee involvement is important, but it is not always possible to obtain direct input from everyone.
If an employee chooses not to engage in a stress risk assessment at work, employers must still meet their legal obligations by taking reasonable steps to assess and manage the risk using the information available.
An employer might:
- Review absence records, including stress-related absence or patterns of short-term absence
- Analyse workload, deadlines, and working hours to identify pressure points
- Gather input from line managers on observed behaviours, performance changes, or team pressures
- Look at wider team or departmental data to identify common issues
- Review any previous concerns, grievances, or feedback raised
Employers should ensure that the employee is given the opportunity to engage at a later stage, for example through a follow-up discussion or by offering alternative ways to provide input (such as written feedback).
While the assessment may be less detailed without direct input, decisions should still be evidence-based and focused on reducing foreseeable risks. This approach helps ensure that organisations continue to meet their duty of care and take reasonable, proportionate action to protect employee health.
Workplace stress risk assessment service
A stress risk assessment helps identify and address the causes of stress at work to support compliance with legal duties, but delivering this effectively takes considerable time and expertise.
Our experienced health and safety consultants deliver tailored work related stress risk assessments aligned with the HSE Management Standards, reducing internal time and resource demands while ensuring clear, prioritised actions and a structured plan for implementation.
To discuss how we can support your organisation, please contact our friendly team on 0203 011 4242 or info@praxis42.com
Adam Clarke
Managing Director (Consulting)
