Almost 1 million people in the UK* suffer from work-related stress, depression, or anxiety each year, with around 22 million working days lost due to stress. With stress being so rife throughout the working world, and the problem growing, it’s becoming increasingly important for employers to know how to spot the signs of stress in their employees, and how to address the issue before it becomes too great.
To support, Sam Mawson, Senior HR Advisor at Virtual College has shared advice for employers looking to understand more about stress, from why they need to understand the signs to how they can best support their employees.
Dr Eleanor Bryant, Associate Professor in Psychology at the University of Bradford also shares her expert insights including whether presenteeism a bigger issue than absenteeism when it comes to stress, how the impact of working while stressed compares to taking time off and what happens to productivity when someone is experiencing ongoing stress or burnout.
Sam shares expert insight
The signals of stress:
“Stress can present itself in a variety of ways, and it can really vary from person to person, which is why it’s important to be as educated as you can be on how it may appear. Some examples of signs include:
Emotional changes, such as being more irritable
- Being less involved in group meetings, discussions, or tasks
- A drop in the quality or productivity of their work
- Arriving to work later
“Because the symptoms of stress can be so varied, it’s a good idea to get to know your staff and how they operate, so you’ll be able to pick up on any more subtle changes in their personality or their work and identify any issues early.”
Why employers need to understand the warning signs of stress:
“It can often be difficult or uncomfortable for people to open up about their struggles with stress, especially with their employers, so it’s important that employers can spot the indications that someone may be having some difficulty.
Employers need to be proactive in these situations, identifying any potential issues early to prevent them from becoming larger problems in both the workplace and in the employee’s life. If you know what to look out for, you can try to initiate an honest and open dialogue, working together to establish the root cause of the issues and create a plan of how to move forward, all whilst supporting the employee wherever they may need.”
How employers can open a dialogue about stress:
“Just as it can be intimidating for an employee to discuss stress, it can also be daunting for an employer to start the conversation. However, these conversations are vital to have, and there are some best practices that can be followed to make things as easy as possible for both parties.
Arrange a private, informal meeting with the employee, doing what you can to make them feel safe in discussing the topic, such as doing what you can to avoid other employees seeing or hearing the conversation. It’s also vital that you open the discussion with positivity, reassuring and supporting the employee throughout, without touching on topics like performance or targets that may cause further stress.”
“It’s important during these kinds of conversations to be an active listener, allowing the employee to discuss how they’re feeling, what is causing it, and even venting if the situation requires. Take note of everything said throughout, factoring it in as you create a collaborative plan of how to move forward. Approach the conversation as an opportunity to make your employee feel seen and heard, rather than being about their work.”
Supporting an employee dealing with stress:
“One of the best ways to support an employee who’s experiencing stress-related issues is to simply ask them what changes could be made to help them during this time. This could be anything from reducing their workload, allowing for more flexible working hours, or even just scheduling regular check-ins to discuss how they’re coping.
You could also come into the meeting with a few options that you think could potentially help if they’re unsure of the support available, as well as making sure they’re aware of any existing support tools or programmes the business currently has in place.
“Whatever outcomes you decide on, it’s vital to ensure that they’re handled delicately and confidentially. Always check that your employee is happy for others to be informed of the reasons for any changes made, as this is something that is likely to be very private to them, making sure that they feel in control of how the situation is being handled.”
Understanding the legal regulations of the job and maintaining training for employees can also improve stress levels:
Concluding, Sam also says: “1 in 3 don’t remember the last time they received training or never have, according to Virtual College research***. Those retuning from long term leave also report an 11% drop in confidence in being compliant and following regulations when returning to work, which can create additional stress upon return.” Therefore, thorough training should also be considered by employers, especially to those starting the business or returning from leave.
Dr Eleanor Bryant provides further expert input
What happens to productivity when someone is experiencing ongoing stress or burnout?
“Productivity under stress is not simply about doing less; it is about doing things less well, with greater effort. Chronic stress and burnout erode both energy and motivation, leading to diminished work performance over time.
A critical review by de Oliveira et al. (2023) highlights that mental health difficulties are consistently linked to reduced workplace productivity, particularly through presenteeism. More recent evidence also shows that burnout is associated with cognitive impairments and reduced functional capacity, directly affecting work output and effectiveness.”
Is presenteeism a bigger issue than absenteeism when it comes to stress?
“From an organisational and public health perspective, presenteeism is frequently considered the hidden cost of stress. While absenteeism is visible and measurable, presenteeism can persist unnoticed for extended periods.
Reviews indicate that productivity losses associated with presenteeism can exceed those from absenteeism, particularly in roles requiring sustained cognitive performance (de Oliveira et al., 2023; García-Iglesias et al., 2023). This makes it a critical but under-recognised issue in workplace health.”
Why might stressed employees continue working instead of taking leave?
“The decision to continue working while stressed is rarely purely individual; organisational culture, job demands, and social expectations shape it. Recent diary-based research shows that employees often feel constrained in their choices, particularly in high-demand roles where work cannot easily be redistributed (Whysall et al., 2025).
From a health psychology lens, this reflects the interaction between individual coping processes and environmental pressures, often leading to behaviours that prioritise short-term role fulfilment over long-term health.”
Is there one thing employees underestimate about stress?
“A key misconception is that stress only becomes problematic when someone can no longer work. In reality, the cognitive and behavioural impacts emerge much earlier. Employees may still meet deadlines, but with greater effort, lower quality, and reduced efficiency.
Evidence shows that stress-related cognitive impairments, particularly in attention and executive function, occur before overt burnout or absence (Bufano et al., 2024; Sundström et al., 2024). Recognising these early signs is crucial for prevention and maintaining both wellbeing and performance.”
