Work related Stress Risk Assessment FAQs

The HSE defines stress as ‘the adverse reaction people have to excessive pressures or other types of demand placed on them’.

Work-related stress refers to excess of demands in the workplace that exceed your ability to cope. The HSE has produced stress management standards which are helpful for managers and employees and are used in stress risk assessments.

Work related stress is caused when job demands exceed a person’s ability to cope.

Common causes include excessive workloads, long or irregular hours, lack of control over work, unclear roles or expectations, poor management or support, job insecurity, workplace conflict, bullying or harassment, and a poor work–life balance.

Organisational change and insufficient resources or training can also contribute to stress at work.

For more information, please read our article, Causes of stress at work and how to support employees.

Yes. Research supports that work-related stress can contribute to depression. For example, a systematic review published in BMC Public Health found that adverse psychosocial working conditions — such as high demands, low control and poor support — were associated with an increased likelihood of depressive symptoms among employees. The authors concluded that stressful work environments are a significant risk factor for poor mental health, including depression.

So, while stress alone does not inevitably cause depression in every individual, prolonged or unmanaged work stress is linked with a higher risk of developing depressive symptoms and related mental health conditions.

Yes, research shows that work-related stress doesn’t just affect individuals, it affects organisations too. For example, a UK study of over 28,000 employees found that higher levels of job strain were linked with increased sickness absence and reduced work performance, with stressed workers reporting more days off and lower productivity than those with lower stress levels.

This aligns with broader evidence that unmanaged stress can lead to higher absenteeism, increased staff turnover, reduced morale and engagement, more errors or accidents, and greater organisational costs.

Yes, a workplace with low or well-managed stress is generally more productive. Research supports this: a study published in the Journal of Occupational Health found a clear negative relationship between stress and productivity, showing that higher stress levels were associated with reduced work performance, concentration and efficiency.

This evidence suggests that when stress is kept at manageable levels (through realistic workloads, good support and clear expectations) employees are more engaged, focused and effective.

While some level of challenge can motivate performance, excessive or unmanaged stress undermines productivity and increases the risk of errors, absence and burnout.

Provide employees and managers with training so they can recognise and manage the signs of stress. We offer Stress Awareness Training for Employees and Stress Awareness for Managers.

Ways to prevent stress include:

• Maintaining a healthy lifestyle with regular exercise, a balanced diet, and adequate sleep.
• Managing time effectively, setting realistic goals, and prioritising tasks.
• Practising relaxation techniques like deep breathing or mindfulness.
• Maintaining a strong support network and seeking help when needed. Avoiding excessive caffeine and alcohol and taking regular breaks to recharge.

Signs of stress at work include:

• Physical. Fatigue, headaches, muscle tension, or sleep disturbances.
• Emotional. Irritability, anxiety, low morale, or feeling overwhelmed.
• Behavioural. Increased absenteeism, reduced productivity, or changes in eating habits.
• Cognitive. Difficulty concentrating, indecisiveness, or forgetfulness.
• Social. Withdrawal from colleagues or conflicts in the workplace.

As an employer, you have a legal duty under the Health and Safety at Work etc. Act 1974 to ensure the health, safety, and welfare of employees, which includes managing workplace stress.

Under the Management of Health and Safety at Work Regulations 1999, you must assess risks to health, including stress, and take action to control these risks.

Failure to address workplace stress could lead to legal consequences and impact employee well-being and productivity. Conducting stress risk assessments and implementing measures to reduce stress is essential for compliance.

Stress in the workplace is managed by identifying causes and putting practical controls in place to reduce or remove them. Key approaches include setting realistic workloads and deadlines, ensuring roles and expectations are clear, and giving employees appropriate control over how they work.

Good management support is essential, including regular check-ins, open communication and early intervention where stress is identified.

Providing stress management training, access to wellbeing support, flexible working where possible, and promoting a healthy work–life balance all help reduce stress.

Employers should also carry out stress risk assessments and act on findings to prevent stress becoming a long-term issue.

Employees can manage stress in the workplace by identifying stress triggers early and taking practical steps. This includes planning and prioritising work, setting realistic goals, and taking regular breaks to prevent fatigue. Maintaining healthy routines outside work, such as exercise, sleep and time away from screens, also helps build resilience.

Talking openly with a manager about workload, deadlines or support needs can lead to adjustments or additional support. Employees can also make use of wellbeing resources, such as employee assistance programmes, and seek professional advice if stress becomes ongoing or begins to affect their mental health.

Managers can reduce workplace stress by creating a supportive, well-organised working environment. This includes setting realistic workloads and deadlines, clearly defining roles and expectations, and involving employees in decisions that affect their work. Regular check-ins help identify stress early and allow issues to be addressed before they escalate.

Managers should encourage open communication, promote a healthy work–life balance, and support flexible working where possible.

Providing stress awareness training for employees, recognising good work, addressing conflict promptly, and ensuring access to wellbeing support are also key. Acting on stress risk assessments and modelling positive behaviours themselves helps create a culture where stress is managed effectively.

Our stress awareness course for managers helps team leaders prevent and address work-related stress.

In the UK, work-related stress is covered by:

• Health and Safety at Work etc. Act 1974 – places a duty on employers to protect employees’ health, safety and welfare, which includes mental health and stress.
• Management of Health and Safety at Work Regulations 1999 – require employers to assess risks to health and safety, including stress, and take measures to reduce them.
• Equality Act 2010 – protects employees from discrimination where stress-related conditions amount to a disability and requires reasonable adjustments.
• Employment Rights Act 1996 – provides protection against unfair dismissal, including where stress-related illness is a factor.

Together, these laws require employers to identify, manage and reduce workplace stress and to support employees affected by it.

Work related stress on its own is not classed as a disability under UK law. However, if stress leads to a long-term mental health condition such as depression or anxiety that has a substantial and long-term adverse effect on a person’s ability to carry out day-to-day activities, it may be considered a disability under the Equality Act 2010.

In these circumstances, employers have a duty to make reasonable adjustments and must not discriminate against the affected employee.

No, stress, anxiety and other mental health conditions are not classed as reportable occupational diseases unless they result from a reportable accident or exposure covered by RIDDOR.

Under the Employment Rights Act 1996, Section 98, an employer may dismiss an employee for reasons related to capability, including prolonged absence or incapacity due to work-related stress, provided a fair process is followed.

The Equality Act 2010 requires employers to make reasonable adjustments if work-related stress leads to a disability. Failure to do so, or dismissing without considering adjustments, could result in claims of unfair dismissal or discrimination.

There is no automatic right to full pay for work related stress. Whether an employee receives full pay depends on the employer’s sick pay policy and the terms of the employment contract.

Some employers offer contractual sick pay that may include full pay for a set period, while others only provide Statutory Sick Pay (SSP) once contractual pay ends or if no enhanced sick pay is offered. Employees should check their contract, staff handbook or speak to HR to understand what applies in their organisation.

You may be able to get compensation for work related stress, but it is not automatic. To succeed, you would usually need to show that your employer breached their duty of care, that the risk of stress-related harm was reasonably foreseeable, and that this breach directly caused a recognised medical condition (such as depression or anxiety), supported by medical evidence.

Compensation claims are assessed on a case-by-case basis and often require legal advice. Simply experiencing stress at work is not enough on its own to justify compensation.

Yes, it is possible to sue for work related stress, but only in specific circumstances. You would need to show that your employer failed to take reasonable steps to prevent foreseeable stress-related harm and that this failure caused a recognised medical condition, supported by medical evidence.

Claims are brought as a personal injury claim and are assessed on a case-by-case basis. There must be clear evidence of employer negligence and a direct link between work and the illness.

A work-related stress risk assessment is a process used to identify, evaluate, and manage workplace factors that could cause stress, ensuring the health, safety, and wellbeing of employees.

This risk assessment helps organisations comply with legal duties under the Health and Safety at Work Act and the Management of Health and Safety at Work Regulations by identifying stressors and implementing measures to prevent or reduce stress.

A work-related stress risk assessment should identify key stressors and evaluate their impact on employees. Focus areas include workload demands, employee control over their work, support from colleagues and managers, workplace relationships, role clarity, and how organisational changes are managed.

Consider who might be affected, including vulnerable groups like new hires or those returning after absences.

Refer to measures to address stressors, such as managing workloads, increasing employee input, fostering a supportive and respectful culture, clarifying roles, and communicating changes effectively.

State how measures will be monitored for effectiveness through employee feedback, surveys, or meetings, and revise the assessment to adapt to new challenges.

Anxiety is a feeling of unease, such as worry or fear, that can be mild or severe. It is an expected natural response to everyday life but if it is prolonged and interferes with daily life then you should seek help.

Cognitive behavioural therapy (CBT) is a talking therapy that can help someone manage their problems by changing the way they think and behave. It teaches the individual coping skills for dealing with difficult problems, focusing on thoughts, beliefs and attitudes.