Health and Wellbeing at Work FAQs

Health and wellbeing in the workplace refers to the physical, mental, and emotional health of employees and the strategies organisations use to create a supportive and positive environment. It encompasses ensuring safe working conditions, promoting healthy lifestyles, offering ergonomic equipment, and providing access to occupational health services.

Mental health initiatives, including counselling support, stress management, and fostering an open culture around mental wellbeing, are also key. Social wellbeing is promoted through inclusive practices, team-building activities, and creating opportunities for meaningful connections among colleagues.

Wellbeing is important at work because it supports employees’ physical and mental health, helping them perform at their best. Research shows that employees in good health and wellbeing are more likely to deliver higher performance and productivity than those with poor wellbeing, and higher wellbeing is linked with greater engagement and organisational success.

When wellbeing is prioritised, employees are more engaged and motivated, stress and absence are reduced, and staff turnover is lower, all of which contribute to better business performance.

Financial wellbeing refers to how confident and secure employees feel about managing their finances, both now and in the future. It includes having control over day-to-day finances, coping with unexpected costs, and planning for longer-term goals such as savings or retirement.

In the workplace, financial wellbeing is supported through fair pay, clear benefits, access to financial education or guidance, and initiatives that help reduce money-related stress, which can otherwise affect health, focus and performance.

According to the mental health charity Mind, it is estimated that 1 in 4 people experience a mental health problem in the UK each year.

Some of the most common mental health issues in the workplace include:

• Stress – the HSE defines stress as ‘the adverse reaction people have to excessive pressures or other types of demand placed on them’.
• Anxiety – feeling, nervous, uneasy or tense.
• Depression – low mood or loss of pleasure or interest in activities for long periods of time.

Employee benefits of health and wellbeing initiatives include improved physical and mental health, leading to reduced stress, increased energy levels, and a greater sense of job satisfaction. This creates a supportive environment where employees feel valued, boosting morale and engagement.

Prioritising wellbeing is more likely to mean employees are motivated, productive, and able to thrive at work.

Mental health conditions have an extensive list of different signs and vary from person to person.

Examples of common signs or symptoms include:

• Feeling upset, angry or impatient.
• Being anxious or nervous.
• Inability to enjoy things you normally would.
• Lack of attention.
• Consumed with thoughts.
• Nausea or dizziness.
• Having suicidal thoughts.

Wellbeing at work is impacted by a range of job, organisational and personal factors, including pay and financial security. Fair and transparent pay, alongside manageable workloads, reasonable working hours, job security and a sense of control over work, all influence how employees feel at work.

Supportive management, positive workplace relationships, clear communication, and opportunities for development also play a key role. In addition, the physical work environment, access to flexible working, recognition, and an organisation’s approach to health, inclusion and work–life balance all affects employee wellbeing.

Some ways you can look at treating mental health includes:

• Consulting your GP. Access therapies, medication, or specialist support.
• Talking to family, friends, or your employer. Share your concerns and explore available resources, such as Employee Assistance Programmes (EAPs).
• Using local counselling services. Reach out to organisations like Mind, Samaritans, or NHS talking therapies (IAPT) for professional support.

Employers are legally required under the Health and Safety at Work etc. Act 1974 and the Equality Act 2010 to ensure a safe and healthy work environment. This includes preventing physical harm, providing necessary training, and ensuring workspaces meet ergonomic standards.

Employers must also support mental health by fostering open communication, managing workloads to reduce stress, and implementing policies that encourage inclusivity and fairness.

Ways to improve mental health and wellbeing in your workplace include:

• Encourage conversations on mental health within your organisation.
• Access training and awareness programmes at work.
• Implement a Mental Health at Work Plan to highlight the available support.
• Ensuring managers and supervisors lead by example and openly talk about mental health to all employees including managers.
• Making reasonable adjustments to prevent mental ill-health occurring.

Some tips to help you support the wellbeing of your workers include:

• Promote mental health: Provide access to resources like employee assistance programs, counselling, and stress management tips. Train managers to spot and address burnout.
• Encourage work-life balance: Set clear working hours, promote regular breaks, and offer flexible schedules.
• Communicate regularly: Schedule check-ins, use varied communication tools, and foster informal connections through virtual chats or coffee breaks.
• Build belonging: Organise virtual team-building activities, celebrate milestones, and create online social spaces.
• Support physical health: Share ergonomic advice, offer wellness initiatives, and promote healthy habits.
• Provide development opportunities: Offer virtual training and time for skill growth to keep employees engaged.
• Act on feedback: Regularly survey employees, address concerns, and refine initiatives.
• Lead by example: Encourage managers to model healthy behaviours and normalise wellbeing discussions.

A health and wellbeing at work policy details an organisation’s commitment to promoting employee health, creating a structured approach to supporting wellbeing and addressing workplace challenges that may affect staff.

A health and wellbeing policy should cover objectives, responsibilities, available resources, and support systems, addressing areas such as mental health, physical health, and work-life balance.

An employee health and wellbeing strategy should assess workplace needs, set clear goals, involve employees in decision-making, and implement initiatives such as mental health support, fitness programmes, and flexible working arrangements.

Wellbeing in the workplace is measured by using a combination of qualitative and quantitative methods to understand how employees feel and how this affects work. Common approaches include employee wellbeing surveys, engagement surveys, pulse checks and one-to-one discussions.

Organisations also review data such as sickness absence, staff turnover, productivity, use of employee assistance programmes, and health and safety incidents. Measuring wellbeing over time helps identify trends, highlight risks, and assess whether wellbeing initiatives are effective.

Organisations should provide appropriate support to employees experiencing stress or burnout as part of their duty to protect health and wellbeing.

Common forms of support include:

• Open discussions with a line manager to review workload and priorities
• Temporary adjustments to duties or hours
• Access to an Employee Assistance Programme (EAP) or counselling services
• Referral to occupational health for further assessment
• Mental health awareness or resilience training
• Flexible working arrangements where appropriate

Employers have a duty under the Health and Safety at Work etc. Act 1974 to manage risks to employee health, including work-related stress.

Early intervention, practical adjustments and a supportive culture are key to preventing stress from developing into longer-term ill health.

If you are experiencing discomfort or believe your workstation is contributing to strain or fatigue, you should raise this with your line manager or HR team.

Most organisations provide a Display Screen Equipment (DSE) self-assessment or formal workstation assessment process. You may be asked to:

• Complete a DSE assessment form
• Submit photos of your workstation (if working remotely)
• Meet with a trained assessor or health and safety representative

Following the assessment, recommendations may include adjustments to chair height, monitor position, keyboard or mouse setup, footrests, or specialist ergonomic equipment where required.

Employers have a duty under the Health and Safety (Display Screen Equipment) Regulations 1992 to assess and reduce risks associated with DSE use. If you are experiencing ongoing pain or a medical condition, occupational health advice may also be sought.

If your workload is regularly affecting your ability to switch off, rest or manage responsibilities outside work, it is important to raise this early.

You can:

• Speak with your line manager about workload, deadlines or priorities
• Ask for clarification on what tasks are urgent versus lower priority
• Discuss temporary adjustments or redistribution of work
• Request flexible working arrangements where appropriate
• Keep a record of hours worked to evidence patterns

Employers have a duty under the Health and Safety at Work etc. Act 1974 to protect employees’ health and wellbeing, which includes managing excessive work-related stress.

Early, open communication often helps identify practical solutions before issues escalate.

Many organisations provide proactive health benefits to help employees maintain their physical and mental wellbeing, rather than only responding once problems arise.

These may include:

• Employee Assistance Programmes (EAPs)
• Private medical insurance or health cash plans
• Flu vaccinations or workplace health screenings
• Gym discounts or wellbeing allowances
• Mental health awareness or resilience training
• Financial wellbeing initiatives
• Flexible working arrangements

The specific benefits available will vary between employers. Employees should check their staff handbook or speak to HR to understand what is offered in their organisation.

Proactive health benefits are designed to prevent illness, support resilience and promote long-term wellbeing at work.

Many organisations provide training to help employees recognise early signs of stress and develop practical strategies to support their mental wellbeing.

This may include:

• Mental health awareness training
• Stress management workshops
• Resilience or wellbeing programmes
• Time management and workload planning sessions
• Mindfulness or relaxation training

Some employers also offer webinars, e-learning modules or access to external wellbeing resources.

The training available will vary between organisations. Providing employees with practical tools and knowledge can help them manage pressure effectively and seek support at an early stage if needed.

Yes. Personal information relating to your health and wellbeing is classed as special category data and must be handled confidentially.

Under the UK General Data Protection Regulation and the Data Protection Act 2018, employers must:

• Process health data lawfully, fairly and transparently
• Limit access to those who genuinely need to know
• Store information securely
• Not use it for unrelated purposes

Where wellbeing surveys are conducted, they are often anonymised or reported in aggregated form.

If you raise concerns about stress or request support, details should only be shared on a need-to-know basis and in line with your organisation’s data protection policy.

Organisations should promote clear boundaries between work and personal time to protect employee wellbeing and prevent burnout.

Good practice includes:

• Setting clear expectations about working hours and response times
• Avoiding a culture of constant availability
• Encouraging employees to take annual leave and regular breaks
• Using delayed email sending or scheduling tools where appropriate
• Supporting managers to role-model healthy boundaries

While UK law does not contain a specific “right to disconnect,” employers still have duties under the Health and Safety at Work etc. Act 1974 to protect employees’ health and wellbeing, which includes managing excessive workload and preventing work-related stress.

A healthy approach to switching off helps sustain productivity, reduce stress and support long-term wellbeing.