Workplace Stress: 7 Practical Ways to Protect Wellbeing

Workplace stress is a response to demands or pressures that feel difficult to manage. Short periods of pressure can sometimes be motivating. However, ongoing or excessive pressure can affect health, concentration, relationships and performance. Managing it requires action from both the individual and the organisation.

This guide explains common signs and causes, seven practical ways to respond and the steps employers can take to reduce work-related risks. It offers general information, not a diagnosis or a substitute for professional healthcare.

What is workplace stress?

The Health and Safety Executive defines work-related stress as the adverse reaction people have to excessive pressure or other demands placed on them. Stress is not the same as having a mental health condition, although prolonged stress can affect mental and physical health or aggravate an existing condition.

Work is one possible cause alongside health, caring responsibilities, finances and major life events. Therefore, managers should listen to the individual rather than assume every change in behaviour is caused by work.

What are common signs of workplace stress?

Stress can affect thoughts, feelings, behaviour and the body. Signs vary between people and may also have other causes. For example, someone may experience:

• difficulty concentrating, remembering details or making decisions;
• feeling overwhelmed, worried, irritable or less confident;
• headaches, muscle tension, stomach problems or a faster heartbeat;
• changes in sleep, appetite or use of alcohol and other substances;
• withdrawing from colleagues or avoiding certain tasks; or
• changes in attendance, punctuality or usual performance.

At team level, repeated conflict, higher absence, rising staff turnover or more complaints may indicate a wider issue. Acting early can make it easier to identify and reduce the causes.

What causes stress at work?

The HSE Management Standards focus on six areas of work design: demands, control, support, relationships, role and change. Problems may arise from excessive workload, unclear priorities, bullying, limited autonomy, inadequate resources or poorly managed organisational change.

Previous survey findings collected by Statistica have highlighted how widely work-related stress is reported. Nevertheless, population figures cannot explain one person’s experience. A useful conversation focuses on the specific pressures, their impact and what can change.

Seven practical ways to manage workplace stress

1. Identify the sources of pressure

First, note when stress increases and what was happening at the time. Look for patterns involving workload, deadlines, interruptions, relationships or uncertainty. This creates a clearer starting point than treating every stressful day as the same problem.

Next, separate factors you can influence from those that need action by a manager or the wider organisation. If the main cause is an unreasonable workload, self-care alone will not remove it.

2. Protect time for recovery

Regular sleep, meals, movement and time away from work can support wellbeing. In addition, activities that feel restorative may make it easier to recover after a demanding day. These could include exercise, hobbies, time outdoors or connecting with supportive people.

However, self-care is not a test of personal resilience. An employee should not be expected to compensate indefinitely for unsafe workloads, bullying or inadequate staffing.

3. Agree realistic priorities

A long list can feel more manageable when it is divided into clear next steps. Therefore, identify which tasks are urgent, which are important and which can wait. Set realistic deadlines and confirm what should be deprioritised when new work arrives.

If priorities conflict, ask the relevant manager to decide rather than silently trying to complete everything. Clear expectations can reduce uncertainty for both the employee and the team.

4. Use simple time-management tools

Plan focused work around the periods when concentration is strongest. For example, group similar tasks, reduce avoidable notifications and leave space between meetings. A shared calendar or weekly planner can also make commitments visible and easier to adjust.

Nevertheless, planning tools cannot create capacity that does not exist. If the workload remains unrealistic, raise the issue and review staffing, scope or deadlines.

5. Take regular, meaningful breaks

Short breaks can interrupt a build-up of tension and restore attention. Therefore, step away from the screen, move around, get some water or use a brief breathing exercise. Taking an agreed lunch break can also create a clearer boundary in the day.

When breaks are routinely missed because of workload or workplace culture, managers should address the cause. Simply reminding people to pause is unlikely to solve a structural problem.

6. Talk and seek practical support

Consider speaking with a line manager, another manager, HR, a trade union representative or an employee support service. Explain the pressure, how it affects work and the change that might help. For example, support could include clearer priorities, training, temporary workload changes or more regular check-ins.

A manager should listen without judgement, protect confidentiality and agree specific next steps. In addition, the manager and employee can record an action plan with responsibilities and a review date.

7. Set boundaries and share responsibility

Where possible, agree realistic working hours and expectations for messages outside them. Learn to flag capacity before accepting extra work. In addition, delegate appropriate tasks and ask colleagues for help when responsibilities can be shared.

A constructive response might be: “I can complete either task by Friday, but not both. Which should take priority?” This keeps the conversation focused on choices and resources rather than personal failure.

What should employers do about workplace stress?

Employers have a duty to assess the risk of work-related stress and take action to protect workers. Therefore, an effective approach looks beyond individual coping tips and examines working conditions.

Useful organisational actions include:

• carrying out and reviewing stress risk assessments;
• monitoring workloads, staffing and working hours;
• giving employees appropriate control over how work is organised;
• setting clear roles, priorities and change communications;
• preventing bullying, harassment and discrimination;
• training managers to recognise and respond to concerns;
• providing confidential routes to raise problems; and
• considering reasonable adjustments when the legal duty applies.

Managers should involve workers and their representatives in identifying risks and testing solutions. As a result, changes are more likely to address the real causes rather than symptoms alone.

Is workplace stress the same as burnout?

Not exactly. Stress is a broad response to pressure and can occur in many parts of life. Burnout is described by the World Health Organization as an occupational phenomenon linked to chronic workplace stress that has not been successfully managed. It is not classified as a medical condition.

People should not diagnose themselves or colleagues from a short checklist. Instead, consider the duration, impact and possible causes, and seek professional advice when symptoms persist or affect daily life.

When should someone seek professional help?

Speak with a GP or another qualified health professional if stress is difficult to manage, self-help is not helping or symptoms are affecting everyday life. NHS Talking Therapies may also be available through self-referral in England.

For current symptoms, self-help options and instructions on urgent support, use the NHS guidance on stress. If someone needs immediate help or has seriously harmed themselves, treat it as an emergency and follow the NHS emergency guidance.

A simple workplace stress action plan

1. Name the main source of pressure and its effect.
2. Choose one immediate action that could reduce the impact.
3. Identify who has the authority or resources to help.
4. Agree responsibilities, timescales and any temporary support.
5. Set a date to review whether the action has worked.

Finally, document wider risks that affect several people. A team-level pattern usually needs an organisational response rather than separate individual fixes.

Workplace stress: the key takeaway

Workplace stress is manageable, but responsibility should not rest on one person alone. Employees can identify pressures, communicate early and use practical coping strategies. Meanwhile, employers must assess work-related risks and improve the conditions creating excessive pressure.

Small changes can help, particularly when they are specific and reviewed. However, persistent or severe symptoms deserve professional support, and urgent concerns should always be treated seriously.